Design talks Business 2018 | guidebook EN by Centrum Designu Gdynia

13-14th July 2018

G U I D E BO O K

P U B L I CAT I O N S U M M A RY E D I T I O N 2018 #gdd2018 #changepilots 3gdyniadesigndays 3designtalksbusiness www.gdyniadesigndays.eu

S U M M A RY 2018

Du r ing t h is edition we cou nted

352 par ticipants + 2 dogs du ring

2 intense days 41% returning attendees

of w hich about f rom past editions.

43% are coming from business world and wor k as: Business analytics, Research, direc tors and owners of companies, f reelancers, consultants , strategists a nd managers f rom different areas (Com m u n ication, Customer ex perience, Customer ser v ice, D igital Marke ting, B randing, Projec ts, HR , Key Account)

10% work on a design & business cros sroad s a nd wor k as co pywriters, lect u rers, psychologists, educators and tech nologists

47% are coming from the design world Among t hem one can f ind architec ts, ar t directors, des ign researchers, graph ic designers , f reelancers, illu strators, designers in different areas (products, services, industrial, U X , inter ior etc. )

~50 interactions be tween producers, managers, designers and consulting companies were made possible thanks to the

Meeting Board

4 Thematic and networking tables were facilitated by 5 exper ts from Poland and were eagerly attended by Design talks Business par ticipants. Dozens of post-its, couple of new tools and methods to use in the future and numerous discussions came out as results.

22 speakers from 8 countries shared their perspectives and experiences during inspiring lectures, case studies and workshops.

TA B L E O F C O N T E N TS 01 I Q U EST I O N I N G T H E E RRO R K A RST E N H E N Z E I O N D ES I G N M A N AG E M E NT A N D T H E RO L E O F D ES I G N I N BU S I N ESS

02 I W H AT WO RKS ?

08 15

WOJ C I EC H Ł AW N I CZ A K I SW I TC H TO T H E H U M A N - S I D E O F T H I N G S

M A RI E SA AS E N I T H E EVO LUT I O N O F C O - C R E AT I O N

AG N I ES Z K A M RÓZ I D ES I G N I N G TH E P RO C ESS

K I L I A N K RU G I V I S UA L T H I N K I N G A N D WO R K I N G W I TH G R A P H I C M O D E L S

A N N A M A RI A C I U P K A I C O M P L E X P RO B L E M SO LV I N G

E DY TA PAU L I W H E N D ES I G N E RS M E ET BU S I N ESS

M I C H A E L T H O M SO N I D ES I G N - L E D ST R AT EGY T H I N K I N G FO R G ROW T H

03 I REST R A I N I N G T H E M ESS W E ’ RE I N

F E RN A N DA TO RRE I S E I Z I N G T H E E X P E R I E N C ES K ATA R Z Y N A B RI KS I C H A N G ES A N D C O N C E R N S

SY LW I A H U L L-WOS I E K I T H E R E ’S A S E N S E IT T H E S E N S E L ESS

WOJ T E K K Ł A P C I A I W H E N YO U R T E A M H I TS A WA L L

I Z A B E RN AU - Ł AW N I CZ A K I O U R DA I LY B R E A D

EV E L I N A LU N D QV I ST I T H E C H A N G E M A K E R C H A L L E N G E

53 55

04 I P EO P L E ’S P E RS P ECT I V E M AC I EJ G ŁO G OWS K I I G DY N I A AS A BU S I N ESS- F R I E N D LY C IT Y

58 60

05 I M A N I F ESTO 0 6 I I N S P I R AT I O N BOA RD 07 I CA L E N DA R O F EV E N TS 08 I AT T H E V E RY E N D A L I C E A N D SC OT T K RE N I TS K I I H OW TO TA K E A C R E AT I V E R ET R E AT I N YO U R OW N BAC K YA R D

64 66 69 71 72

gdyniadesigndays.eu

PAU L I N A K I S I E L

G DY N I A D ES I G N DAYS F EST I VA L M A N AG E R

Designers and entrepreneurs

i n f o r m a t i o n ove r f l o w a n d c o m m u n i c a t i o n

teamed up. This year ’s Gdynia Design

c h a o s a n d h u m a n-te c h n o l o g y re l a ti o n s . I n

Days at Pomeranian Science and

order to face it we need to re-evalua te

Te c h n o l o g y P a r k G d y n i a g a t h e r e d a f e w

our goals, change priorities and find new

thousands par ticipants fascinated not

s o l u t i o n s . E r ro r, t ra n s l a te d f ro m L a t i n ,

only by new trends in design, but also

means wandering and roaming - and

w i l l i n g to s t r e n g t h e n t h e i r b u s i n e s s s k i l l s .

n umerous presen ta tion rela ted to these.

GDD as an event, aside from various

C o n c l u s i o n s we re c o h e re n t . L e a r n i n g f ro m

exhibitions where one can find projects,

m i s t a ke s a n d e r r o r s a n d m a k i n g c h a n g e s

p ro d u c t s , p ro to t y p e s a n d s e r v i c e s , i s a l s o

to solu tions tha t do not work crea te the

a space for inspiring lectures, workshops

big ges t va l u e in th e p ro ces s o f in n ova tio n .

and meetings on the design and business

co m m o n g ro u n d . T h is m u l til a ye re d f o r m u l a

c a ta l ys t o f c h a n g e s in re l a tio n s - n o t o n l y

of th e fes tival fos ters broadenin g on e’s

personal, bu t also perceived as a career

h o r i zo n s - b o t h o n t h e a e s t h e t i c s i d e a n d

g o a l s a n d b u s i n e s s s t ra te g i e s . T h i s ye a r ’s

a l s o a s a n a p p ro a c h to d e s i g n a s a to o l to

theme allowed us to speak out loudly

i n c r e a s e t h e m a r ke t c o m p e t i t i ve n e s s .

abou t errors in order to learn f rom them ,

During 2 days of lectures and

draw conclusions and find bet ter and

workshops at Design talks Business

bet ter solutions . The free flow of ideas

par ticipants got the chance to meet

and inspira tions made the Design talks

with exper ts and entrepreneurs that

B u s i n e s s ’ a t m o s p h e r e exc e p t i o n a l .

successfully implement design-based strategies in their endeavours . Almost 400 designers and entrepreneurs took lis te n ed to th e s to ries ba sed o n h a n d son experiences of th e speakers comin g from all around. This year ’s festival theme was ERROR perceived as a fault caused by the overabundance of goods,

Error turned out to ser ve as an

H E N RY K STAW I C K I

changepilots.pl

C O O R D I N ATO R “ D ES I G N TA L K S BU S I N ESS” M E M B E R O F T H E G D D P RO G R A M BOA R D C H A N G E P I LOTS FO U N D E R

Design talks Business 2018 is over now. We

Some of the ar ticles to be found in the publication

a r e a l l s e t to d eve l o p a n d b u i l d u p o n w h a t w a s

make it an actual guidebook . You will get a chance

commonly crea ted during the event this year :

to read abou t ef fec tive m ethods of workin g in

m o t i va t i o n to ta ke a c t i o n , p ra c t i c a l k n ow l e d g e ,

a project team , usef ul tools for idea genera tion or

newly made connections and inspira tion . We want

e f f ec tive co m m u n ica tio n be t wee n d esign e r s a n d

to enable you to share wha t you have learned and

entrepreneurs .

g a i n e d i n G d y n i a w i t h yo u r c u s to m e r s , te a m s o r

f r i e n d s . T h a n ks to yo u , t h e va l u e c re a te d o n t h e

t o G d y n i a D e s i g n D a y s f e s t i v a l a s a w h o l e a n d

verge of business and design gains practical

express our gratitude for the organisers that

m e a n i n g a n d s p re a d s w i d e l y. We b e l i eve t h a t

g a ve u s t h e f r a m ewo r k a n d s p a c e to ta l k a b o u t

Design talks Business community grows in

t h e ro l e a n d t h e p o te n ti a l o f d e s i g n i n b u s i n e s s .

p o w e r, m e a n i n g a n d v a l u e - t h a t g i v e s u s s o l i d

The suppor t and tr us t Change Pilots received

foundations to design f uture editions of the

working on various s tages of the event allowed us

event, meet and interact vividly again .

to f o c u s o n t h e f o re m o s t - o u r re l a ti o n w i t h yo u

G u id e b o o k t h a t yo u ’ve j u s t o p e n e d i s o u r

- th e par ticipan ts unders tandin g your core n eeds

wa y of l ook in g in to th e f u tu re a n d m ak in g u se of

a n d t ra n s l a ti n g t h e m to t h e p ro g ra m m e a n d t h e

t h e e n e rg y c re a te d by p a r ti c i p a n t s o f o u r eve n t

atmosphere of the event .

in G d ynia this year. T h e con ten t ga th ered h ere is

there for you, either you joined us during these two

a result of a collective ef for t - newly made relations

intense days or not .

and unexpected meetings make the greatest value

W h a t yo u wil l f in d h e re in te n d s to d e e p e n

along the fresh inspirations and new tools you have

b o t h t h e o f f i c ia l a n d n o n-f o r m a l i n te ra c ti o n s o f

l e a r n t . We p rove d o u r se l ve s rig h t th a t th e s p a ce

t h is ye a r ’s D e sig n ta l ks B u si n e s s . A m o n g c r u cia l

wh ere th e pa th s of ch an ge agen ts , en trepren e urs

areas touched in multiple discussions, Error

and designers meet holds the grea tes t value

reigned. Error that forces us to reflect and seek for

o f o u r eve n t . We ex p r e s s o u r g r a t i t u d e f o r yo u r

c o m m o n wa ys a n d s o l u tio n s . We’ve ta l ke d a b o u t

suppor t and hope for even more interactions in the

profit and loss accoun ts , bu t also touch ed th e

upcoming year. We’re working on that!

O ur goal is also to lead your a t tention

We b e l i eve D e s i g n ta l ks B u s i n e s s 2 01 8 i s

potential that lies within social and environmental va l u e g e n e ra tio n - w h a t m a ke s b u si n e s s e s g o o d

PS. Feel more than welcome to share this

for employees, customers and f uture generations .

publication with anyone who could benefit from it .

Chapter 01

QUESTIONING THE ERROR

Q U EST I O N I N G T H E E RRO R Error challenge is an ef fect

to enable th em to presen t th e sen se

of conversations between Change

o f d e s i g n to e n t re p re n e u r s t h a t n eve r

Pilots team with entrepreneurs,

worked wi th design ers or in th e design

c o n s u l ta n t s a n d d e s i g n e r s , t h a t l e a d

processes” as their challenge. A set

to iden tifica tion of the mos t tem pting ,

of recommendations for designers,

real challenges tha t occur on the verge

business consultants and the

of design and business. Based on the

e m p l oyees th a t wo u l d like to in s pire

results of the research, a team of

managers for bolder project work

experienced facilita tors from Germany,

activity came out as an outcome of the

Nor way, Poland and US selected for key

workshops .

c h a l l e n ges . Ea c h of th ose wa s ta ck l ed

during parallel workshop sessions

were par ticularly drawn to the approach

during which par ticipants utilized

of com m unica tin g con ten t and chan ge

various methods and approaches of

p ro p o s a l s p re s e n ta tio n . Ta l k in g a b o u t

design in business .

content, they focused on the ways

At tention of the par ticipants

of communicating value and the

IZA BERNAU-ŁAWNICZAK F I N D I N G T H E WAYS TO S U P P O RT P EO P L E TO E N A B L E T H E M TO P RES E N T T H E S E N S E O F D ES I G N TO E N T RE P RE N EU RS T H AT

influence of design for companies. P re s e n ta ti o n re c o m m e n d a ti o n s m i xe d rational elements such as direct and

N EV E R WO RK E D W I T H D ES I G N E RS O R I N T H E D ES I G N P RO C ESS ES

s u b s ti t u tive c o m p e ti tive n e s s , p h o to s , numbers, with emotional aspects

Par ticipants of the workshop

that can be presented in a form of

led by Iza Bernau-Ławniczak took

authentic opinions of customers,

“ finding the ways to suppor t people

such as quotes or recordings . In the

s u m m a r y, p a r t i c i p a n t s r e c o m m e n d e d

analysed key challenges and s tages of

b a by s te ps a p p ro a c h - a g ra d u a l wa y

wo r k in g wi th c h a n g e c u l t u re b a s e d o n

of implementing change by design,

the case study of one of the companies.

avoiding the ‘design’ word and replacing

it with more familiar terms and

recommend to verif y if the change

allocating solid, safe space for business

is actually needed prior to taking

in the design processes .

any action . If yes, it is crucial to

First and foremostly, par ticipants

a s s e s s h o w a n d w h a t c e r ta i n c h a n g e

A L I C E I SC OT T K RE N I TS K I H OW M I G H T W E E N A B L E A M O RE LO N GT E RM ST R AT EGY FO R I M P L E M E N T I N G M O RE C RE AT I V I T Y I N O U R WO RK P L AC ES , W H E N Q U I C K F I X ES O F T E N FA L L F L AT ?

might af fect, what is its scope and p o te n t i a l o u tc o m e s . Af te r c o n f i r m i n g t h o s e key e l e m e n t s i t i s n e c e s s a r y to find answers and conclusions drawn f r o m “ a r e w e r e a d y f o r t h e c h a n g e? ”

Alice and Scott Krenitski

q u e s tio n . Fu r t h e r l y, re c o m m e n d a tio n s

facilitated the workshop entitled

touched on the pragma tic tips such as:

“ How migh t we enable a more lon g-

avoidin g ‘design’ an d ‘ch an ge’ term s in

te r m s t r a te g y f o r i m p l e m e n t i n g m o r e

f a vo u r o f a d j u s tin g i t to th e l a n g u a g e

creativity in our workplaces, when quick

used in par ticular environment and

f i x e s o f te n f a l l f l a t ? ”. A s f a c i l i ta to r s

culture, defining challenges related with

with rich perspective of company

communicating change and training

c u l t u re b a s e d o n t h e i r ex p e r i e n c e s o f

teams to adapt to new conditions .

w o r k i n g i n N e w Yo r k i n o r g a n i s a t i o n s such as Google or Parsons School of Design, together with par ticipants, they

M A RI E SA AS E N H OW M I G H T W E E M P OW E R C L I E N TC E N T RI C C U LT U RE A N D P RO C ESS W H E N P RO D U CTC E N T RI C I T Y H AS B E E N T H E O N LY WAY ?

design . The knowledge coming from within the company and the product specification are the source of inspiration for the design processes . C u s t o m e r- c e n t r i c d e s i g n a p p r o a c h

During her workshops, Marie

makes the value for the customer a core

Saasen took the challenge defined

of its model, aiming to deliver expected

a s “ H o w m i g h t w e e m p o w e r c l i e n t-

value in a best possible way and

centric culture and process when

gainin g com peti tive advan tage th an ks

productcen tricit y has been the on ly

t o i t . T h e d i f f e r e n c e b e t w e e n u s e r-

w a y ? ”. F i r s t l y, p a r t i c i p a n t s t o o k t h e

centric and customer-centric approach

challenge to dis tinguish and draw lines

is tha t the usabilit y aspects are put as

between three dif ferent approaches

a p r i o r i t y a s o p p o s e d to d e c i s i o n a n d

to design in b usin ess: prod uc t-cen tric,

purchase ser vice needs . Par ticipants

c u s t o m e r- c e n t r i c a n d u s e r- c e n t r i c .

noticed that drawing bold lines between

Clear and transparent division between

each of the approaches and analysis

th ese approach es is a key fac tor wh en

of the current state are two most

communicating distinctions at the ver y

impor tant factors, tha t are crucial

e a r l y s ta g e o f c u r r e n t s ta g e a n a l y s i s

to p r e s e n t c u s to m e r- o r u s e r- c e n t r i c

and fur ther consulting and change

recommendations. When presenting

recommenda tions .

cer tain recommendations to a business

P r o d u c t- c e n t r i c o r s e r v i c e -

team , it is par ticularly im por tan t to

centric approach to design puts

v i s u a l i s e p ro d u c t o r s e r v i c e s o l u ti o n s

the values streamed towards the

in a c u s to m e r ’s co n tex t - o n a ca nva s

company and the needs of its team

of customer ’s daily routines, behaviours

or managements as a foundation of

and surroundings .

o f f i n d i n g wa ys to c o m m u n ic a te t h e m

K I L I A N K RU G H OW M I G H T W E US E V I S UA L M O D E LS TO WO RK O N C O M P L E X P RO B L E M S A N D TO FAC I L I TAT E C O L L A BO R AT I O N ?

in an universal lan g uage - usin g m aps , n e t s , t i m e l i n e s , s te p s o r i m a g e s t h a t a re e a s y to c o m p re h e n d . Pa r ti ci p a n t s c a m e u p w i t h t w o exa m p l e s o f v i s u a l

Kilian Krug together with the

models that presented complex

par ticipants of his workshop took

s ubjec ts . O n e of th em was an exam ple

the following challenge: “ How might

of a visual card for dentis t, which aims

we use visual models to work on

to present various options of treatment

complex problems and to facilita te

and its consequences. Another solution

c o l l a b o ra tio n? ”. O u tc o m e s o f t h a t

w a s a v i s u a l i s a t i o n o f va r i o u s va l u e s

workshop were the most visually

and topics covered by speakers of this

and s tr ucturally advanced as Kilian

year ’s Design talks B usiness . Wha t

p r io r i tize s c o m m u n ic a ti n g c o m p l ex i t y

cam e as an ou tcom e, was an uniq ue,

a n d in te rd e p e n d e n cie s in a n u n ive r s a l

v i s u a l ta b l e o f c o n te n t s o f s p e a ke r ’s

visual form .

talks .

Par ticipants underlined the

foundation of visual communication

Z U Z A N N A S K A LS K A

- breaking cer tain issue to its base

T RE N D ( T ) E RRO R WO RKS H O P

elements. At the point when each a n d eve r y e l e m e n t o f a c o m p l ex is s u e is collected, it is recommended to find a sys tem of interdependencies,

Parallelly to Error Challenge

connections or stages. Af ter finding the

sesio n , Zu za n n a S ka l s ka l e d “ tre n d (t)

cleares t version of the rela tions within

error ” workshop, which was her own

the sys tem , one can move to a process

project and was not based on the

p r e v i o u s l y c o n d u c t e d C h a n g e P i l o t ’s

however it didn’ t rela te to a mis takenly

r e s e a r c h . H o w e v e r, t h e o u t c o m e s o f

p re d i c te d t re n d , b u t ra t h e r to a t re n d

the workshops fit ted per fectly to

t h a t wa s s k i p p e d - t h e ‘ f a ke n ew s ’,

the challen ges other teams tackled .

perceived as a dynamically growing

Zuzan na and th e par ticipan ts of h er

f o r m o f s p re a d i n g m i s l e a d i n g o r f a l s e

wo r ks h o p s h a re d th e o u tco m e s d u rin g

informa tion . T h e o u t c o m e s o f t h e

E r r o r C h a l l e n g e s u m m a r y. D u r i n g t h e

E rro r C h a l l e n g e t h a t e a c h te a m c a m e

workshops, par ticipants were analysing

up wi th s urprised us , th e facili ta tors

Zuzan n a’s tren dbooks an d ch eckin g

and oth er par ticipan ts . Design talks

whether the trends she predicted

Business attendees became the

a c t u a l l y h a p p e n e d o r n o t . A s a re s u l t ,

authors of recommendations and

th ey crea ted collages tha t m ean t to

poten tial so l u tion s , th a t co ura geo u s l y

present the trends in a universal, visual

step out from the standard approaches.

w a y. T h e w o r k s p r e s e n t e d t h e t r e n d s

We s t r o n g l y h o p e t h a t y o u w i l l f i n d

that happened and their reflections

that summary useful not only as

o n t o d a y ’ s r e a l i t y. P a r t i c i p a n t s a l s o

a basic, practical tips, but also as

selected the most crucial ‘error ’

a m o tiva tio n to s p a r k c h a n g e s in yo u r

of the trendbooks they analysed -

own surrounding .

G ra ph ic 1. Lea f let design for a denta l off ice ex pla i n ing the process of root ca na l trea tment . Desig n: D inksy Studio

dinksy.com.pl

“SOCIAL CAPITAL IS THE FOUNDATION OF ANY CHANGE.” WOJCIECH ŁAWNICZAK

DESIGN TALKS BUSNESS SPEAKER 2018 / VERY HUMAN SERVICES

idz.de (G E ) I DZ - I N T E R N AT I O N A L D ES I G N ZE N T R U M B E R L I N

K ARSTE N HE NZE

Ka r s te n H e n ze s t u d i e d s o c i a l a n d b u s i n e s s c o m m u n i c a t i o n i n B e r l i n . H e wo r ke d a t m a n y r e n ow n e d c o m p a n i e s s u c h a s S i e m e n s AG a n d l e a d i n g d e s i g n a g e n c i e s s u c h a s M e ta D e s i g n a n d P i xe l p a r k AG . A s a h e a d o f C o r p o ra te D e s i g n/ C o r p o ra te I d e n t i t y a n d C r e a t i o n d e p a r t m e n t a t D e u t s c h e B a h n AG h e wa s r e s p o n s i b l e f o r t h e c o m p a n y ’s wo r l d w i d e b ra n d u n t i l 2 01 7. Ka r s te n H e n ze i s a h e a d o f I DZ b o a rd a n d te a c h e s I n n ova t i o n a n d P ro j e c t M a n a g e m e n t a t H T W ( H o c h s c h u l e f ü r Te c h n i k u n d W i r t s c h a f t ) i n B e r l i n .

O N D E S I G N M A N AG E M E N T A N D T H E RO L E O F D E S I G N I N B U S I N E S S

The interview was conducted

ternational Design Zentrum in 1968. Our

by Karen K hurana : M r H enze , wha t

mission is to explain the role of design ,

makes the role of design in the modern

which still holds value, also nowadays.

company?

DESIGN IS AN I N S E PA R A B L E COMPONENT IN TH E PROCESSES OF RUNNING A BUSINESS

Karsten Henze: Design is an inseparable component in the processes of running a b u sin ess . I t is s tron gl y un der lin ed in th e En glish wa y of un ders tan din g th a t wo rd , w h e re i t i s u s e d f o r a ny k i n d o f

Could you describe t he bene-

shaping the form - products or process-

fits of a suf ficient design strategy for

e s a re b ei n g d e sig n e d . U n f o r t u n a te l y,

a particular business?

many companies still preceive design as

Ka r s t e n H e n z e : I t d e p e n d s o n t h e i n-

s o m e th in g “n ic e-to-h a ve ” ra th e r th a n

dustr y, but if design is not perceived as

something a company “needs-to have”. It

an “add-on”, but rather as an approach

applies for Germany, too, which was one

that stands for testing cer tain process-

of th e rea son s be hin d s ta r tin g th e I n-

es ear l y en o u gh an d is c u s tom er-cen-

tric, a company will surely benefit from

Karsten Henze: Design plays an impor-

i t . D e s i g n - o r i e n te d p r o c e s s e s , w h e r e

tant role for all the companies that have

f u n c ti o n a l i t y, f o r m a n d n ew p o i n t s o f

to dif ferentia te from their competitors

view are considered on the early stages

from the customer’s perspective. So far,

of a project, give faster results, in more

it mostly played a role in classic way of

ef ficient, cheaper way. In fact, design is

designing products (object design), but

a way of “visual consulting” - suggest-

today design leads us to brands such as

i n g a wa y o f a p p ro a c h i n g t h e p ro j e c t

Apple. For Apple, design plays a role in

from a new perspective in order to break

each element of their products and ser-

commonly established expectations.

vices, but foremostly, in the system and wa y o n e c a n u s e t h e i r p ro d u c t s . U s e r

DESIG N PROCESS IS S O M E T H I N G T H AT O N E WO R KS O N W I T H O U T E X P E C TAT I O N S O N A S P E C I F I C R E S U LT

experien ce is a t leas t as im por tan t as form of the product : how to find a particular solution, is the process pleasant? To be honest, most of the products are becoming ver y similar - from the tech-

Th e soon er we adapt i t , m ake possible

n o l o g i c a l p e r s p e c ti ve a l l c a r s a re t h e

m i s t a ke s a n d c o n s i d e r d i f f e r e n t a p -

same, the “sof t ” (and subjective) factors

proaches, the better. Practically, whether

are wha t makes the dif ference. Tha t is

it a medium enterprise or a big company,

where design plays a crucial role - it can

a successful business does not have any

ex tend cer tain factors and enrich them.

alternative to such approach.

I n you r opi nion , a re t h e re a ny

can af ford its own design departments,

s pecif ic ind u s t ries t ha t could bene f it

when smaller ones have to work with exter-

f r o m a n a p p r o p ri a t e d e s i g n s t r a t e g y

nal consultants. What should be an object

more than others?

of our attention in such coopeartions?

In most cases, only big companies

l y, m a n y c o m p a n i e s u n d e r s t o o d t h a t

DESIGN-ORIENTED PROCESSES G IVE FAS T E R R E S U LT S , I N M O R E E F F I C I E N T, C H E A P E R WAY

now. As I said, it can be only successful wh en ever yon e involved in th e process has such unders tanding - not on ly designers. It always comes to the point of seein g user an d i ts n eed s a s a cen tral

Karsten Henze: Design process is some-

p oi n t i n o p p o si tio n to te c h n ic a l a bili-

thing that one works on without expec-

ties of the provider. It was not only Ap-

tations on a specific result. For designer

ple tha t figured it ou t early. Also Tele-

i t m ea n s th a t o n e s h o u l d f ir s tl y lis te n

kom un ders tood th a t th e bes t an d th e

to and commit one’s time to understand

mos t solid sol u tion s are bein g crea ted

the customer or the challenge. Cooper-

w h e n s t ra te g y m e e t s d e s i g n t h i n k i n g

ation should be build gradually and both

and design doing . Even airline indus tr y

sides should be coherent throughout

learnt that it has to focus on the needs

each stage of the project and its future

of th e passen gers - th e users - ra th er

steps. It is impor tant to be open for mis-

than focusing solely on the airline com-

takes, learn from them and accept limits

panies n eeds - th eir direc t cus tom ers .

drawn by others. It helps a lot when the

Strategic perception of design and open

customer knows something about design

innovation concept were one of the fac-

processes.

tors that influenced Airbus to take less

Design is of ten narrowed to “de-

technology-driven approach in favour of

signing ”. Can you recall any examples

customer-centric one and focus on ac-

where design perceived as a strategy is

tual users’ needs.

a solution to particular challenges? S u r e l y. F o r l o n g t i m e to m e , d e s i g n i s s e e n b e yo n d f o r m a n d c o l o u r. L u c k i-

Chapter 02

WHAT WORKS?

Proven tips, techniques and

centered and work to make your

p e r s p e c t i ve s t h a t w i l l h e l p yo u a n d

interactions with the surroundings

you r com pa ny to be more h u ma n-

a re a l s o u rc e o f i n s pi ra t io n .

WOJ T E K Ł AW N I CZ A K V E RY H U M A N S E RV I C ES

(PL)

veryhuman.pl

Wojtek Ł aw n icza k ha s spent la st n i neteen years consu lting development, ru n n ing projects tha t pu t stra teg ies , bra nd s , i n novation and strategic design into f ramework f it for com pa n ies . One of the Pol is h pioneers of serv ice design and design th in king method. Co-fou nder of Ser vice Desi g n Pol s ka . Co -owner of consu lting compan ies focu sing on innova tion a nd desi g n w i th h u ma n - centered approach at their core.

K EY T I PS

BU I L D SO C I A L CA P ITA L A RO U N D YO U RS E L F

D O N OT TA K E YO U RS E L F SO D E A D LY S E RI O US LY

N EV E R ASS U M E , I N S P ECT

SWITCH TO THE HUMAN-SIDE OF THINGS H OW H U M A N - C E NTRE D D ES I G N TR A N S FO RM ATI O N CA N A F F ECT YO U R O RGA N I SATI O N ?

The influence of project-oriented

mentation and failure binded altogether

methodics such as (service) design think-

ser ve as a base to value creation . From

ing, can have a f undamental impact on

where we stand, a company integrating

the organisation’s tranformation. Empa-

design thinking increates its chances to

thy, emotional intelligence, team ef fort in

reach a high er civiliza tion level th a t is

creation along with openness to experi-

adapted to the requirements of tomor-

row ’s market . It is ver y likely that once

B uilding social capital internally, with-

you decide to move the centre of gravity

in the organisation, plays a crucial role.

towards h uman-centred approach , you

Open approach and structure foster that

will gradually change, too.

process, bu t wha t people essentially need to grow, is tr us t . Withou t tr us t in

E M PAT H Y, E M OT I O N A L I N T E L L I G E N C E A RE A BAS E TO T H E VA LU E C RE AT I O N

our relations, our energy and attention is driven towards basic self-defensive effor ts, leaving ou t the space for grow th a n d d eve l o p m e n t . P r o j e c t p r o c e s s e s ,

Customer-centric approach as a

such as design thinking, seek to maximize

tool for modern organisations growth.

ef fective collaboration and develop em-

D esign th in k in g , im p l e m e n ted co m pe-

ployees’ abilities to build relations, both

te n t l y, s h o u l d g r a d u a l l y i n c r e a s e t h e

of fline and online. When conducted prop-

openness of your employees and the or-

erly, they can help to reach nex t levels

ganisa tion itself. Once you unders tand

of organisa tion’s cul ture, trans forming

that your business can actually change

bureaucratic internal processes to ones

thanks to customer-centric approach, it

that stimulate higher trust, authenticity

will be ver y likely tha t your s tr uctures,

and transparency levels.

p r o c e d u r e s , b u d g e t s a n d ta r g e t s w i l l eventually limit you and you will decide to adapt them to a new way of get ting things done. Your organisa tion will become more human-centred and focused on the needs of your customers and employees, too. Tha t ’s when the situa tion will become transforming for the better.

BU I L D I N G SO C I A L CA P I TA L I N T E RN A L LY, WITHIN THE O RG A N I SAT I O N , P L AYS A C RU C I A L RO L E

How does the organisation transforming through design should look like? Thereâ&#x20AC;&#x2122;s a simple answer to that. Human . S u c h o rg a n iza tio n s h o u l d f o c u s o n th e cus tomers - final recipients of the service, clients and other stakeholders, but above all, the focus should be directed towards i ts em ployees . A ll of th e m entioned groups have one thing in common. There are people behind them. Openness that stimulates idea-sharing and collaboration in seeking unobvious solutions is the key. Cer tainly, building an organisation that is open requires ef for t. However, you receive a chance to crea te/develop more comfortable culture and can fit better to todayâ&#x20AC;&#x2122;s world. It particularly applies to Poland, as it cries for solid social capital. It â&#x20AC;&#x2122;s wor th a go.

M A RI E SA AS E N

SA AS E N STU D I O

studiosaasen.com

(NOR)

Marie Saasen is a design s tra tegis t with a drive to improve the h uman experience through creativity and communication . She has a Master in strategic design m a n a g e m e n t f ro m P a r s o n â&#x20AC;&#x2122;s T h e N ew S c h o o l f o r D e s i g n i n N ew Yo r k , a n d a b ro a d-b a s e d b a c k g r o u n d i n p e d a g o g y, c o m m u n i c a t i o n r e s e a r c h , m a r k e t i n g a n d i n d u s t r i a l d e s i g n . Marie founded the agency Studio Saasen, helping businesses and organizations implement design-driven innova tion process . , Marie is a gues t lecturer a t m ul tiple universities worldwide.

K EY T I PS

W H E N TA L K I N G TO US E RS B E AWA RE O F W H AT YO U B R I N G TO TH E TA B L E I N T E RM S O F YO U R OW N ASS U M PTI O N S A N D B I AS ES , SO TH AT YO U CA N B ET TE R M A K E S U RE YO U H E A R W H AT TH EY RE A L LY SAY, A N D N OT W H AT YO U TH I N K TH EY SAY.

W H E N TRY I N G TO G E N E R ATE N E W I D E AS , LO O K TO TH I N G S YO U L I K E FO R I N S P I R ATI O N . W H AT M A K ES TH AT TH I N G WO RK FO R YO U AND WHY?

B E O PTI M I STI C A LWAYS . A P ESS I M I ST M I G HT B E P ROV E N RI G HT SO M ETI M ES , BUT TH E O PTI M I ST W I L L AT L E AST H AV E H A D TH E P L E AS U RE O F E N JOY I N G TH E J O U R N EY.

T H E EVO LU T I O N O F C O - C RE AT I O N A Q U E S T I O N O F S U R V I VA L I N T H E M A R K E T P L A C E Gone are the days when you

eva l u a ti n g w h e re o n t h e u s e r i nvo l ve-

could compete simply by crea ting a

m e n t s c a l e yo u r c o m p a ny c u r re n t l y is

good or cheap product . Rapid progress

you can make a strategy for how to rise

in technology and decreasing brand loy-

to the nex t level .

alty among consumers has made it hard

1 . Users for feedback

to compete merely on price or technical

f in es se . T h e re fo re, th e re’s bee n a n in-

co m pa n ies f in d th e m se lves tod a y, es-

creasin g foc us on th e user-experien ce

pecially tech n ology-based com panies .

of a prod uc t a n d h ow we ll th e prod uc t

O n th is l eve l , th e u se r is b ro u g h t in to

solves impor tant user needs.

provide feedback on concepts or proto-

This is the level where many

types. O f ten, trained researchers gath-

G O N E A RE T H E DAYS W H E N YO U C O U L D C O M P ET E S I M P LY BY C RE AT I N G A G O O D O R C H E A P P RO D U CT

er user-in sigh t th ro ugh ac tivi ties s uch a s in te r views , foc u s gro u ps a n d q u estionnaires . With this level of user involvement you get feedback on how “popular ” a product is among the users, and it can provide some guidelines for how to improve

The companies tha t have come ou t

a product before launching to market .

vic torious in this gen era tion chan ge are those making the user ’s experience

N OT A L L C O M PA N I ES H AV E T H E O P P O RT U N I T Y TO M A K E A 3 60 T U RN A RO U N D TO M A K E T H E W H O L E O RG A N I Z AT I O N US E R - D RI V E N

the center of their business, all the way f ro m id e a g e n e ra ti o n to b ra n d i n g a n d m a r ke tin g (1 ). G ia n ts s u c h a s A m azo n a n d N i ke a r e a m o n g t h o s e ta k i n g u ser-centered design the far thes t . Not all companies have the oppor tunit y to m ake a 3 60 turn-aro un d to m ake

2 .Users as a starting-point

the whole organization user-driven , but

a l l s te p s i n t h i s d i re c tio n w i l l i m p rove

d e f i n i n g t h e p ro b l e m f ro m t h e b e g i n-

user-experience . In this tex t I describe

n i n g , t h e r e m a y b e o t h e r, u n d e te c te d

t h r e e l e v e l s o f u s e r-i n v o l v e m e n t . B y

ways of defining the problem and solv-

Wh en th e user is n ot involved in

in g th e c h a l l e n g e . I f s o l ve d by a c o m-

a par tner throughout development, and

pe ti tor, this co uld ren der yo ur prod uc t

you create solutions in iterations to hit

c o m p l e t e l y m u t e . To r e m e d y t h i s , o n

the bulls eye of the users needs.

this nex t level of user-involvement you p a r tn e r u p wi th th e u s e r in th e b e ginn i n g p h a s e s o f p ro d u c t d eve l o p m e n t . T his h as com e to be k n own as par ticipa tor y design (2). In this approach , you

US E RS A RE O F F E RE D I N C RE AS I N G LY TA I LO RE D C H O I C ES

work closely with the users in discovering needs, idea ting and concept development . T h e c l e a r b e n e f i t to t h i s a p p r o a c h i s

Rise to the nex t level

th a t th e user con trib u tes direc tly to

Users are of fered increasin gly tailored

defining the need you will solve, secur-

choices . The only way to s tay compet-

i n g t h a t i t is a n i m p o r ta n t a n d m e a n-

i t i ve i s to d e te c t a n d s o l ve p r o b l e m s

in g f ul n eed . A limita tion is tha t you

tha t eleva te our usersâ&#x20AC;&#x2122; ever yday life. In

d o n â&#x20AC;&#x2122; t ke e p c h e c k i n g i n w i t h t h e u s e r

Studio Saasen we train teams to imple-

u n d e r w a y, m i s s i n g o p p o r t u n i t i e s f o r

m e n t a u s e r-c e n te re d d e sig n p ro c e s s .

f u r th e r tail o rin g of th e so l u tio n to th e

The researcher and designer must be

users needs .

process facilita tors, using crea tive

3 .Users as co-creators

tools and inter view strategies that help

In co-design, the traditional roles

the users reflect on and share their ex-

o f u s e r, r e s e a r c h e r a n d d e s i g n e r a r e

p e r i e n c e ( 2 ) . T h r o u g h u s e r- c e n t e r e d

shuf fled around (2). Here the user is rec-

d e sig n p ro ce s s yo u wil l a cce s s im p o r-

ognized as expert of the user-experience,

tan t in sigh ts and ideas tha t grea tly

and has an impor tant role in defining the

i n c re a s e t h e o d d s o f d eve l o p i n g s u c-

challenge, generating ideas and develop-

cess f ul solu tions .

ing the solution. On this level the user is

References (1) Gr u ber, M . , De L eon , N. , George, G . , & Thompson, P. (201 5 ) . M a na gi ng by desi gn. Academy of Management Jou rna l, 58 ( 1 ) , 1-7. (2 ) Sanders, E. B. N. , & Sta ppers, P. J. (20 08 ) . Co -crea t ion a nd the new la nd sca pes of desig n. Codesign, 4( 1 ) , 5- 1 8 . *Origina lly ta ken f rom C rea t ive Nat ure http : / / st ud iosaa sen.com/crea t ive -na t ure/

AG N I ES Z K A M RÓZ S E RV I C E SA N D BOX

(PL)

Serv ice desig ner, modera tor of crea t ive processes, bu siness analyst. She seeks solu tions tha t a l low her to ach ieve orga n i za t iona l goals and respond to real u sers’ needs. Using the ser v ice design a pproach , s he desi g ned solu tions for corporations, SME s, pu blic inst it u tions a s wel l a s non - gover n menta l organ izations. She ru ns serv ice design classes a t postg rad u a te st u d ies a t Un iversi ty of Social Sciences and H u man ities, H igher School of Ba n k ing , H ig her School of of Ad m i n istration and Bu siness.

K EY T I PS

H AV E AS M UC H E M PATH Y FO R TH E BUS I N ESS PA RTN E R AS FO R TH E G RO U P TH E SO LUTI O N I S D ES I G N E D FO R .

CATC H EV E RY M O M E NT TO G ET O UT O F YO U R “ I N D USTRY ” BOX - IT ’S E ASY TO LO S E A B I G P I CTU RE

O N E O F TH E K EY E L E M E NTS O F TH E D ES I G N P RO C ESS I S TO D ES I G N TH E P RO C ESS ITS E L F

D ES I G N I N G A P RO C ESS Ser vice design requires ensuring

a l i g n? We te n d to g e t l o s t i n te r m s

specific, or as one can say - unique,

t h a t s e e m c l e a r to u s , ye t s t i l l m i g h t

relation between the designer and

be dif ficul t to unders tand for others . If

the company the designer works for

we f a i l to a l i g n o u r v i s i o n o f g o a l , t h e

f o r. T h e d e c i s i o n l a u n c h i n g t h e c o o p-

c h a n ces fo r m is u n d e r s ta n din g s a t th e

e r a t i o n c o m e s a s a ta ke-o f f to a f ew

f ur th er s tages of a projec t increase

m o n t h s l o n g jo u r n ey f u l l o f u n ex p e c t-

a l a r m i n g l y. We l a c k ti m e f o r ex p re s s-

ed turnarounds, emotions and m u tu-

in g o u r ex pec ta tio n s .

a l s u p p o r t . T h a t j o u r n ey i s eve n m o re

exci ti n g , a s i t i s d i f f i c u l t to s ta te t h e

precisely and aligning our star ting

f in a l d es tin a tio n . I t co m es wi th a pa r-

poin t is dras tically im por tan t, as using

t i c u l a r i m p l i c a t i o n s , s u c h a s d i f f i c u l-

s e r vic e d e sig n to i n t ro d u c e n ew s o l u-

tie s to d e f in e th e f in a l re s u l t o r h a rd-

tion s is com ple tel y n ew experien ce for

ship that comes with precising the

m a ny co m pa n ies . I t is es se n tia l to a s-

moment when both sides can see the

sign roles and respon sibilities precise-

coo pe ra tio n a s a m u tu a l s u cces s .

ly. Wha t is th e role of a design er in th e

Ea c h p r o c e s s n e e d s to b e s p e-

process? How employees are engaged?

c i f i c a l l y d e s i g n e d a n d ta ke i n to c o n -

W h o i s r e s p o n s i b l e f o r t h e o u tc o m e?

sidera tion par ticularities of cer tain

I t is on ly the tip of the moun tain of

organisation along with the area of

questions. Ser vice design is clearly

project. Designing star ts long be-

not done ex ca thedra, it is ra ther an

fore the first meeting in a workshop

in ten sive process , wh ere q uali t y an d

room . However, th a t s tage is f req uen t-

engagement have to be ensured by

l y o m i t te d o r n o t give n e n o u gh a t te n-

ever yon e involved . Th e role of a de-

tio n . W h e n p re p a r i n g a n d a c tio n p l a n ,

signer is to lead a team th rough the

we d o n â&#x20AC;&#x2122; t a l l o c a te a n y ti m e f o r u n d e r-

p r o c e s s , u s e i t s p o te n t i a l i n t h e b e s t

s ta n din g w hy a c e r tain p ro je c t s h o u l d

p o s s i b l e wa y, p ro p o s e f re s h p e r s p e c-

be realised: wh a t kin d of ch an ge is th e

tive and suppor t teams in order to

expec ted ou tcom e, wha t s tands be-

m ake th in gs wo r k in a n ew wa y.

h in d t h e n e e d f o r c h a n g e? W h e n ta l k-

in g a bo u t co m pe ti tive a dva n ta ge, ca n

ever y s tage of th e projec t work . De-

we rest assured that our visions are

sign e r s s h ow th eir c lie n ts th e va l u e of

S et tin g o ur ini tial arran gem en ts

Empa thy plays a key role a t

enough to negatively af fect the quality o f o u r wo r k? T h e s e a r e t h e q u e s t i o n s

E M PAT H Y P L AYS A K EY RO L E AT EV E RY STAG E O F T H E P ROJ ECT WO RK

we l e a ve o u t w i t h o u t s e e k i n g t h e a nswers, not to men tion finding them .

O n e o f t h e key p ro b l e m s o f d e-

sign process is tha t talkin g abou t it does not necessarily represent its unders tanding the needs and problems

co re . I t is th e ex pe rie n ce th a t e n a b l es

of those who use their ser vices, and

o n e t o u n d e r s t a n d i t s s p e c i f i c s , d i s-

t r y t o e n a b l e b u s i n e s s t o s e e p o s s i-

cover value and its requiremen ts . I t

b l e s o l u tio n s th ro u g h th e eye s o f va r-

i s t h e ta s k o f t h e d e s i g n e r to p re s e n t

i o u s u s e r s . At t h e s a m e ti m e , d e s i g n-

thin gs clear l y a t th e ver y begin nin g of

ers expec t b usin ess to un ders tan d th e

coo pe ra tio n . T h e d u t y of s h owin g h ow

prin ciples of a design process , leave

process can af fect an organisation

c u r re n t m e t h o d s a n d t r u s t t h e i m p l e-

l a ys in h a n d s of th e d esign e r.

m e n te d p ro c e s s . I t i s i m p o r ta n t to b e

h o n e s t w i t h o u r s e l ve s a n d t r y to s e e

plement design process within the

whether designers put enough ef for t

f ramework of its s tr uc tures, com pa-

to u n d e r s ta n d b u sin e s s e s , w h ic h g o e s

n ies of te n l a ck f u l l awa re n es s of w h a t

b eyo n d t h e n a r row s c o p e o f a p ro j e c t

such process is . On the other hand, de-

a n d c ove r s a l l t h e a s p e c t s a f f e c t i n g

sign e r s ge t so foc u sed o n th e p roces s

the organisa tion of the process such

a n d l o s e t h e b ro a d e r p e r s p e c ti ve a n d

as un expec ted ch an ges in ac tion plan ,

un ders tan din g th a t each process h ap-

d e l a ys o r s ta f f ro ta tio n . A re we f l ex i-

p e n s in a s p e ci f ic c o n tex t a n d a s i t is

ble enough to incorporate the specifics

k n ow n , i t a f f e c t s t h e f l ow o f h a p p e n-

o f c e r ta i n o r g a n i s a t i o n w h e n d e s i g n -

in gs . P roces s wil l n ot s u cceed wi th o u t

i n g a p ro c e s s? W h a t a re t h e l i m i t s o f

m u tual curiosi t y an d open n ess , even i f

o u r f l ex i b i l i t y ? W h e n c h a n g e s a re b i g

th e too l s we re pe r f ec tl y se l ec ted .

Wh en takin g a decision to im-

K I L I A N K RU G

kiliankrug.de (DE) I NTE RN ATI O N A L D ES I G N Z E N T RU M B E RL I N P LU R A L

K i l i a n K r u g i s a n I n te r a c t i o n D e s i g n e r a n d U s e r Ex p e r i e n c e C o n s u l ta n t , s p e c i a l i z i n g i n sys te m d e s i g n a n d i n f o r m a t i o n d e s i g n . H i s r e s e a r c h i n te r e s t s i n c l u d e v i s u a l t h i n k i n g a n d wo r k i n g w i t h m o d e l s a n d p r o to ty p e s . H e wo r ks s e l f- e m p l oye d a n d i s a m e m b e r o f t h e p ro j e c t te a m P l u ra l , w h i c h wo r ks u n d e r t h e m a x i m “ s i m p l e a n d s o p h i s t i c a te d ” w i t h cl ients f rom ver y d i fferent i nd u stries and f ields. H e has condu cted cou rses, lect ures and wor ks h o ps a t va r io u s i nst i t u t ions , i n c l u d i ng th e Un iversi ty of th e A r ts Ber l i n , Un iversi ty of Mich i ga n a nd Centra l Eu ropean Un iversity Bu dapest.

K EY T I PS

N EV E R B E TO O S U RE A BO UT W H AT YO U TH I N K YO U K N OW. TA K E TH E C H A N C E TO TA K E A LO O K AT TH I N G S F RO M A L IT TL E D I STA N C E A N D TO C H A N G E YO U R P E RS P ECTI V E . M A P YO U R M E NTA L M O D E L S . P UT TI N G TH O UG HTS , I D E AS A N D K N OW L E D G E O N PA P E R W I L L L E A D TO C L A RIT Y A N D S U RP RI S I N G D I SC OV E R I ES

TH E Q UA L IT Y O F A M O D E L D O ES N OT L I E I N B E I N G “C O R RECT ” BUT I N B E I N G US E F U L FO R ITS S P EC I F I C P U RP O S E . W H I L E WO R K I N G O N A G R A P H I C M O D E L , E M B R AC E TH E P RO D UCTI V E C O N F L I CT B ET W E E N ”S I M P L E ” A N D “ SO P H I STI CATE D”. BA L A N C I N G TH ES E TH O UG HTF U L LY I S TH E ESS E N C E O F D ES I G N ( A N D M AY B E O F L I F E IN GENERAL)

“ TH E I L L ITE R ATE O F TH E 21 ST C E NTU RY W I L L N OT B E TH O S E W H O CA N N OT RE A D A N D W RITE , BUT TH O S E W H O CA N N OT L E A RN , U N L E A RN , A N D RE L E A RN .“ — A LV I N TO F F L E R

V I S UA L T H I N K I N G A N D WO RK I N G W I T H G R A P H I C M O D E LS F RO M STRUCTU R A L A N A LYS I S TO C O N ST RUCT I V E C RE ATI V IT Y : LO O K I N G AT YO U R TH O UG HTS F RO M O UTS I D E .

Models are inval uable tools to

the con ten t grow more com plex , and

protot ype machines, apps, ser vice, and

d o n ’ t h esi ta te to co m bin e seve ra l vis-

so on . B u t they can also be used to

u a l i s a ti o n t y p e s (w i s e l y).

f a cili ta te t h i n k i n g p ro c e s s e s : G ra p h ic m o d e l l i n g h e l p s to s t r u c t u re i n f o r m a-

GRAPHIC MODELLING H E L PS TO ST RU CT U RE I N FO RM AT I O N , EVA LUAT E P RO C ESS ES , RET H I N K SYST E M S

tio n , eva l u a te p ro c e s s e s , re t h i n k s yste m s , co m m u n ica te id ea s a n d wo r k o n co m p l ex p rojec ts co l l a bo ra tive l y.

I n a s t ra te g y p ro c e s s , g ra p h i c

modelling is the link between analysing t h e a c t u a l s ta te ( h ow s o m e t h i n g “ i s ” )

a n d d e cid i n g o n t h e ta rg e t s ta te ( h ow

(informa tion , though ts, notions, ide-

som e-thin g “o ugh t to be” ) : I t ’s an an a-

a s) m e a n s p u t ti n g t h e m o n p a p e r i n to

l y tic , co n s tr u c tive a n d c re a tive m e th-

a f i r s t s t r u c t u re , w h i c h a u to m a ti c a l l y

od to explore how something “could ” be

crea tes visual rela tions . This forces

by m a ppin g o u t hypoth eses .

yo u t o p u t t h e m i n t o s o m e o r d e r a n d

To s t a r t , p u t a l l i n f o r m a t i o n

t o s t r u c t u r e t h e f o r m a t ( “ l a y- o u t ” ) .

a n d i d e a s o n p a p e r . U s e a m o d e l o f

The visual logic appearing at first

a p ro c e s s (i . e . tim e lin e o f a wo r k f l ow),

might s till be unintentional to some

o f a i n t e r r e l a t e d s y s t e m ( i . e . a c h a r t

e x t e n t . B u t w h e n l o o k i n g a t t h e a r-

ske tchin g re la-tion s in a co lla bora tive

rangement, the visual cons tella tion

t e a m ) o r p l a c e e v e r y t h i n g i n t o a c o -

w i l l “a s k ” yo u a n d o t h e r s i n yo u r te a m

o rdin a te sys te m (tr y di f f e re n t coo rdi-

to rearran ge and to reorganise rela-

n a te s a n d s e e w h i c h wo r k b e s t ). A l s o ,

ti o n s , u n ti l t h ey m a ke s e n s e . T h e n t r y

you can s tar t by using basic t ypes

a n a l te r n a ti ve wa y o f m a k i n g s e n s e .

of information visualisation, i.e. for

q u a n t i ta t i ve o r g e o g r a p h i c c o m p a r i-

ta te a n a l y tic , con s tr uc-tive a n d c rea-

so n . Fro m h e re o n , e n r i c h t h e m a p, l e t

ti ve p ro c e s s e s . V i s u a l i s a ti o n w i l l h e l p

M a p pi n g t h e e l e m e n t s yo u h a ve

U se gra p h ic m od e l s to fa cili-

yo u to th in k in a l te r n a tive hy p o th e s e s . A n d t h ey w i l l h e l p yo u to n o t u n i n te n tio n a l l y t h row o u t o r f o rg e t i m p o r ta n t , in tegral par ts, and not to add things that donâ&#x20AC;&#x2122; t fit or unbalance the whole. A ny d e sig n e r â&#x20AC;&#x2122;s vir tu e , to b a l a n ce co mp l ex i t y a n d s i m p l i ci t y, w i l l b e a d r i v i n g f o rc e t h ro u g h o u t t h e p ro c e s s .

Pictures: Which basic display mode do you see for your topic? If there are several, prioritize.

a) C o m p a r i s o n o f q u a n ti ta ti ve

d ) S t r u c t u ra l re l a ti o n s

f e a t u re s

b) C h ro n o l o g i c a l s e q u e n c e

e) P ro c e s s / c a u s a l i ti e s

c) C o m p a ra ti ve p o s i ti o n i n g

f ) G e o g ra p h i c a l m a p .

edenspiekermann.com

A N N A- M A RI A C I U P K A

(DE/PL) I DZ I NTE RN ATI O N A L D ES I G N Z E N T RU M B E RL I N E D E N S P I E K E RM A N N Prod u ct

Ow ner,

D i g i ta l

Stra teg ist ,

Traveller,

Cu riou s

Mind.

International

bu siness

grad u a te, a ded icated a m ba ssador a nd practitioner of lean , agile and design th in king methodolog ies a s d r ivi ng forces beh i nd effective bu siness in novation . She’s cu rrently involved a s Prod u ct Ow ner a nd D i g i ta l Strategist at Edenspiekerman n . An na Maria has 9 years of ex per ience i n wor k i ng on va r iou s digital bu sinesses and proj ects. She is the face behind POST, a prod u ct tha t Edenspieker man n develops in collaboration with Google.

C O M P L E X P RO B L E M SO LV I N G : H OW TO I N N OVAT E T H RO U G H D ES I G N ? E D E N S P I E K E R M A N N D O ES I T W I T H T H E D ES I G N S P R I N T A P P ROAC H , W H I C H P RO M I S ES TO D E L I V E R I N N OVAT I O N V I A V I A B L E C O N C E PTS A N D P ROTOT Y P ES I N U N D E R A W E E K .

The idea comes from the book

The Design Sprint approach not

“ Sprint : How to solve big problems and

on ly of fers a ver y com pac t and ro-

tes t n ew ideas in jus t 5 da ys ” by Jake

b u s t p ro ces s to ex p l o re o p p o r tu n i-

Knapp, John Zeratsky and Braden Kowitz.

t i e s , d eve l o p a w i d e r a n g e o f i d e-

We h a ve b e e n s u c c e s s f u l l y a p-

as, protot ype and valida te them in

plying this method for more than a year

l e a n u s e r te s t ro u n d s b u t a l s o a l l ow s

now. From our experience this is a ver y

l e a r n i n g f ro m e r ro r s a n d f o s te r i n g a n

intense approach , which ver y of ten

iterative approach to product and

gets the par ticipants ou t of their com-

business . Beside making your team

f o r t z o n e s . T h i s h o w e v e r, i s e x a c t l y

to work in an ex tremely s tructured

what makes the method ex tremely pro-

way this also fos ters collabora tion ,

d u c tive a n d e f f icie n t in f in din g m u l ti-

co-creation and therefore thinking

ple solu tions to com plex problems .

ou t of the box .

The fact that this is deeply

m i g h t we … ” q u e s t i o n s , w h i c h yo u c o l-

rooted in d esign th in kin g m e th od s e n-

lect on pos t it notes f rom all sprint

s u re s g e n e ra te d id e a s to b e u s e r c e n-

p a r t i c i p a n t s . Yo u e v a l u a t e t h e m a s

t re d a n d f i t ti n g t h e m a r ke t n e e d s .

a t e a m a n d a p p l y a p r i o r i t y r a n ki n g . T h e h i g h e s t vo te d q u e s t i o n g o e s to the sprin t as the mos t impor tan t

D ES I G N S P RI N T A L LOWS L E A RN I N G F RO M E RRO RS A N D FOST E RI N G A N I T E R AT I V E A P P ROAC H TO P RO D U CT A N D BUS I N ESS

c h a l l e n g e to b e s o l ve d . DAY 2 : S ke t c h i n g T h e s e c o n d d a y s t a r t s w i t h a p r e s enta tion of inspiring demos rela ted to the challenge prioritised for the s p rin t . Fro m th e re yo u go in to th e ra p-

H ere is how we do it at Eden-

id id e a g e n e ra ti o n m o d e . T h e exe rci s e

s p i e ke rm a n n . . .

which we use the most is crazy 8s.

DAY 1 : H ow m i g h t we . . .

Each sprin t par ticipan t folds and A4

B e fo re s ta r tin g th e s p rin t yo u a n d th e

p a p e r i n to 8 r e c ta n g l e s a n d s ke tc h e s

te a m n e e d to u n d e r s ta n d a n d a lig n o n

8 p o s s i b l e s o l u t i o n s to t h e p r i o r i t i s e d

wha t critical problem you are tr yin g

challenge in 8 min u tes, 1 min u te per

t o s o l v e . T h e m o r e f o c u s s e d yo u a r e ,

rec tan gle . For exam ple, six par tici-

t h e m o re e f f e c ti ve t h e s p r i n t i s g o i n g

pan ts gen era te a total of 4 8 sol u tion s ,

to be. In tha t s tep par ticipan ts gain

h o w a w e s o m e i s t h a t ? Yo u m i g h t g o

an over view of dif ferent perspec-

for co uple of ro un ds of this exercise to

t i ve s to t h e c h a l l e n g e . T h ey m i g h t g o

e n s u re a n i n-d e p t h va r i e t y.

through some research documents,

DAY 3 : S t o r y b o a r d i n g

wa tc h o r rea d in p u t th o u gh ts f ro m ex-

Day three par ticipants will analyse

p e r t s , a n a l ys e f o r m e r l y p re p a re d u s e r

t h e id e a s a n d eva l u a te t h e m f ro m t h e

inter views . An interesting exercise,

perspective of the prioritised chal-

I p e r s o n a l l y l i ke t o d o h e r e , i s a Va l -

l e n g e a n d u s e r/m a r ke t f i t . Eve n t u a l l y,

u e P r o p o s i t i o n D e s i g n by A l ex O s te r-

t h ey a re a l l owe d to pic k o n l y o n e id e a

wa l d e r f ro m S t ra te g ize r.

for f ur ther exploration and refine-

An im por tan t deliver y f rom th a t day

m e n t . T h i s i d e a g o e s t h r o u g h a s t o -

i s a c o l l e c ti o n o f i n n ova ti o n p o s s i b i l-

r y b o a rd i n g p ro c e s s . I n d i v i d u a l s to r y-

ities expressed in the form of “ How

boa rd s a re ex posed to a l l pa r ticipa n ts

a n d d o t vo te d . T h e g o a l o f t h e d a y i s

1 . Single minded participants

to refin e th e win nin g s tor yboard to-

T h e n u m ber on e r ule is to m ake s u re

g e t h e r a s t h is o n e wil l b e ta ke n to t h e

t h a t t h e D e s i g n S p r i n t Te a m i s m u l ti-

n ex t d a y f o r a p ro to t y p i n g ro u n d .

discip lin a r y. Yo u n eed peo p l e wi th di f-

DAY 4 : P r o t o t y p i n g

f e re n t p e r s p e c tive s , b a c kg ro u n d s a n d

T h i s i s p ro b a b l y t h e m o s t f u n a n d i n -

skills.

s p i r i n g d a y o f a l l . H e r e w e p l a y, e x-

2 . Lack of clear goal

p l o re , ex p e r i m e n t a n d b u i l d . T h e re a re

The challenge in focus has to be

many ways to protot ype. Depending

clearly defin ed . I t ’s absol u tely cr u-

o n yo u r g o a l yo u m i g h t g o f o r a Ke y-

c ia l f o r t h e e n ti re D e s i g n S p r i n t Te a m

n o te , I nV i s i o n o r M a r ve l f o r d i g i ta l

to i d e a te a ro u n d t h e s a m e c h a l l e n g e .

solutions and 3D printing approach

O ther wise ideas are too broad and

f o r p hysica l id e a s . I p e r so n a l l y sa w

c a n ’ t b e p ro to t y p e d a n d te s te d .

jus t paper protot ypes work ver y well

3 . N o d e c i s i o n m a ke r

to o ! P o s s i b i l i t i e s a r e e n d l e s s a n d r e-

W i t h s u c h a va s t a m o u n t o f o p p o r t u-

m em ber th a t yo ur goal is to protot ype

ni ties an d gen era ted ideas i t ’s ver y

a n d t r y d i f f e re n t t h i n g s f a s t .

im p o r ta n t to h a ve a d e cisio n m a ke r in

DAY 5 : Te s t , L e a r n & I t e r a t e

th e room . S om eon e, wh o can e limin a te

This , on th e oth er h an d is probably th e

irrelevan t option s an d h elp th e team

m o s t i m p o r ta n t d a y. T h e m o m e n t h a s

to f o c u s o n t h e c o re .

come to valida te your idea with the

4 . The facilitator is too nice

users . Run tes ts and inter views and

Yo u w i l l b e t r yi n g to a c h ieve i n 5 d a ys

d o c u m e n t y o u r f i n d i n g s i n a f o r m o f

what back in the days agencies or

a l e a r n i n g c a r d . T h i s w i l l b e t h e m o s t

R&D depar tments would work on for

i m p o r ta n t i n p u t f o r yo u f o r f u r t h e r i t-

w e e k s . M a ke s u r e y o u r D e s i g n S p r i n t

era tions . There are m ul tiple ways to

is facili ta ted by th e real m odera tion

recruit your tes ters, via Facebook ,

ninja . Someone, who is able to time

I n s ta g r a m , c o m p a n y b l o g o r p e r s o n a l

box and cu t of f some discussions if

circ l es . M ake s u re yo u coo rdin a te wi th

n e c e s s a r y. S ta y l e a n !

t h e m b e f o re t h e s p r i n t s ta r t s s o t h ey

5 . T h e f a c i l i t a t o r i s t o o i nvo l ve d

a re a va i l a b l e f o r t h e te a m o n d a y 5 .

Avoid wo r k in g wi th f a cili ta to r s w h o

are too involved and have strong

Few of the most common mis-

t a ke s we ’ ve l e a r n e d a b o u t s o f a r. . .

o p i n i o n s a b o u t t h e c h a l l e n g e yo u a r e

tr yin g to ta c k l e . T h e re is a h ig h r is k

n a m i n g t h e m u p f r o n t . A n n o u n c e i t to

th ey a re g oin g to s te e r th e dis c u s sio n

b e a d e s i g n s p r i n t w h e n t h e y s t a r t

in to the direc tion they already have

recognising the results. From that

in mind.

p o i n t t h e re i s n o wa y o u t .

6. Lack of testing

M a ke s u r e y o u p l a n t h e f u l l f i f t h d a y

I dea te , Pro to t ype , Va lida te & Re pea t !

for tes ting, crea ting learning cards

B y n ow yo u ’ve g o t a s o l id id e a o n h ow

and drawin g concl usions . In order to

t o r u n a s u c c e s s f u l D e s i g n S p r i n t .

ke e p i t l e a n ta ke c a re o f a l l o rg a n i s a-

Th ere is n o bet ter way to learn , th an

t i o n a l to p i c s l i ke s e a r c h i n g f o r u s e r s ,

sim p l y by d oin g . S o i f yo u r o rga n i-

scheduling, room booking before the

sa tion or team su f fers f rom leng thy

s p r i n t s ta r t .

un prod uc tive discussion s and brain-

7. N o t d o i n g t h e m a t a l l

s to r m i n g s e s s i o n s o r s i m p l y n e e d s to

A n d n a t u r a l l y, t h e b i g g e s t m i s t a ke

in n ova te, I en co ura ge yo u to tr y an d

you can do, is to not do the design

experiment with those approaches.

s p r i n t s a t a l l . I f yo u r m a n a g e m e n t o r

Yo u a n d yo u r te a m wil l l ove th e m f ro m

s ta ke h o l d e r s g r o u p i s n o t c o n v i n c e d ,

the first sight!

use those methods any way without

Go and experiment: Explore,

E DY TA PAU L ( P L )

concordiadesign.pl

RE H AU / C O N C O RD I A D ES I G N Trainer, cons u l ta nt a nd coach . O n her da i ly basis, she lau nches and coordinates proj ects related w ith cha nge ma na gement , crea t ion and implementation of in novation in ma j or compan ies . She f req u ently u t i l i zes Ag i le, Design Th in king and Systematic Inventive Thinking tool s to bu i ld the i n nova t ion cu l t ure, develop new produ cts, serv ices processes or positive ex per iences for em ployees a nd cu stomers. Edy ta is a cer tif ied F RIS trainer, change ma na gement coach a nd Desi g n Th in king practitioner.

WHEN DESIGNERS MEET BUSINESS

When designers meet busi-

i t ’s t i m e to l e a r n h o w to a s k d i f f i c u l t

n e s s . I t m i g h t s o m e t i m e s s e e m l i ke a

q u e s t i o n s , a t t h e ve r y l a u n c h o f yo u r

meeting between tribes coming from

relation with a client.

two dif ferent planets . Those who un-

Why?

d e r s ta n d d e s i g n p e r f e c t l y a r e s o m e -

To s p e a k a c o m m o n l a n g u a g e w i t h

t i m e s n o t w e l l u n d e r s to o d . D oze n s o f

yo u r c l i e n t s .

f a n ta s ti c p ro j e c t s w i l l n eve r s e e d a ylight, just because the designer was

D OZ E N S O F FA N TAST I C P ROJ ECTS W I L L N EV E R S E E DAY L I G H T, J UST B ECAUS E T H E D ES I G N E R WAS N OT A B L E TO C O M M U N I CAT E T H E M I N A BUS I N ESS WAY

not able to comm unica te them in a way business could comprehend it. D o z e n s i n t e r n a l p r o j e c t s w i l l b e b u ried at the “no-one wants it ” cemeter y as its a u thors were not capable o f s e l l i n g t h e i r i d e a s to m a n a g e m e n t . Until business and design reach the

10 ques tions to ask your client be-

“ah a - i t is awesom e an d solves all

f o r e d r a f t i n g a n o f f e r…

our problems” moment, they of ten

speak dif ferent languages .

project and why the client needs it?

T h e ve r y f i r s t m e e ti n g b e t we e n

Clients tend to talk about specific

designers and business representa-

task - “ I n eed a n ew website / I wan t

t i ve s i s u s u a l l y t h e c o r e o f a l l i s s u e s .

to change the look of the of fice / I

I f yo u i n te n d to g e t m o r e c o n t r a c t s -

n e e d c o n t e n t f o r p r o d u c t p r o s p e c t ”.

What is the purpose of the

Wha t you need is an answer “ why

to assess the value of your ser vice

do you need it ? ” q ues tion . Dig deep,

for yo ur clien t ’s b usin ess .

don’ t s top a f ter receiving the initial

a n s w e r.

the success? What are the results

How the client will evaluate

o f t h e c h a n g e? W h a t a r e t h e b e n -

DON’T COMPLAIN A BO U T T H E P REV I O US E X EC U TO RS O F T H E WO RK - YO U S EC O N D G U ESS C H O I C ES O F YO U R P OT E N T I A L C L I E N T

efits of the project? If they want to h a ve m o r e c u s to m e r s? O r m o r e t i m e? Wo u l d t h e y wo u l d l i ke t h e i r b o s s t o s e e t h e i r s u c c e s s? C a n y o u r work really af fect it? Is is the only way to reach a goal your clien t aim s for? At this point, it might turn out

What sort of problem the pro-

tha t a project you discuss does not

ject solves? What are the roots of

i n f l u e n c e t h e c l i e n t ’ s e x p e c t e d o u t-

the problem? I f your work is there

come at all.

to im prove som eon e’s li fe or b usi-

n e s s , y o u w i l l h a v e t o f i n d t h e ( o f-

th e b udge t . I t ’s n ot an easy q ues-

ten deeply hidden) cause of the

tion and clients have dif ficulties

planned change. Of fers fall easily

answering it, but ask for a range at

i f t h e y l a c k t h e w h y w a y o f u n d e r-

leas t . I f you don’ t know the budget,

s tan din g . Even i f yo u s ucceed to get

both sides might be wasting their

contracts withou t exploring the core

times. Propose something ex tra,

of th e problem , i t is ver y likel y th a t

above the budget - only if you’re

no-one will ever want to pay you

able to presen t the benefits of such

above th e lowes t m arke t price . Why

project.

would they?

What will happen if the cli-

that it worked out? How the suc-

ent doesn’t do it? If the current

c e s s w i l l b e m e a s u r e d ? C l i e n t ’s s u c -

status will remain? If no change

cess is dear to you . Client talking

w i l l b e i n t r o d u c e d ? To u n d e r s t a n d ,

abo u t h ow yo u h elped th eir b usin ess

how to help your client, the client

to succees is something you care

h a s to k n ow w h a t c a n h a p p e n i f h e/

about. How you and the business

she would not com mit for your help.

will be able to recognize a success

The answer to that will enable you

of the project?

Budget. Always ask about

How the client will notice

What are the pain points?

If the project was intended

What concerns your client ? I f th ere

to reach only one goal, what would

is such thing in the project, you

it be? Ever y projec t has a priorit y

should also be the one that is con-

g o a l . Yo u r t a s k i s t o d e t e r m i n e i t .

cerned about it. Closing sales is

How did th ey learn abo u t yo u? Th e

finding and soothing the concerns

only par t about you … usef ul to ac-

of your client. The more concerns

knowledge which ac tivities h elp you

yo u k n ow, th e easier i t is to solve

and which are not seen by potential

them . Tha t ques tion will enable you

clients.

to touch the issues tha t migh t cr u-

cially a f fec t your coopera tion - and

e n t ’s p e r s p e c t i v e , n o t yo u r c o m p a n y

the client didn’ t share them before

presentation . The more client talks, the

(w h y w o u l d t h e y ? ) .

h ig h e r a re th e c h a n ces h e/s h e wil l te l l

Decent of fer star ts from the cli-

What currently works well?

yo u abo u t th eir n eeds or iss ues . I t h as

There is no point in changing what

to b e t h e c o re - t h e c l i e n t , t h e g o a l s ,

already works. Search and fix what

t h e n e e d s , t h e i s s u e s , t h e b a d l y a l l o-

is broken . Empower what works.

c a te d b u d g e t , t h e b a d d e c i s i o n s , t h e

Don’ t complain about the previous

n e g a tive ex p e r ie n c e s , th e lim i ts . T h a t

execu tors of the work - you second

questions constitute the beginning. The

g u e s s c h oic e s o f yo u r p o te n tia l c li-

answers might lead you to the most in-

ent. Don’ t throw away ever y thing

teresting insights about the client.

yo ur clien t h as solely wi th a p urpose

of selling more.

speak the same language. . .

Thanks to tha t, you will soon

M I C H A E L T H O M SO N

D ES I G N C O N N ECT

(UK)

designconnect.com

A n independent desi g n stra tegist and facilitator, Michael helps teams, bu sinesses and orga n isa t ions a rou nd the wor ld evolve their v isions and strategies for growth . As President of the Bu rea u of Eu ropea n Design Associations, Michael in itiated and led the high-level lobby i ng tha t pers u aded the Eu ropean Commission to inclu de design in its Innovation Stra teg y i n 2010 a nd s u bseq uently au thored its seminal repor t, Design for Growth and Prosper i ty. M ichael wa s a ppoi nted the inau gu ral Japan Design Ambassador by the Japan Instit u te of Desi g n Promot ion

K EY T I PS

I F YO U R P U R P O S E FO R E X I STI N G I S I N V I S I B L E TO YO U, H OW W I L L OTH E RS K N OW TH AT YO U E X I ST ? D I SC OV E R W H Y YO U E X I ST A N D TE L L P EO P L E A BO UT IT

M A K E TH E I N V ESTM E NT TO O RGA N I S E SO M E R EG U L A R TI M E A N D S PAC E TO E N A B L E A N D E M P OW E R R E A L E X P E RI M E NTATI O N . TH E B EST I D E AS E M E RG E AS A C O N S EQ U E N C E O F A C O M B I N ATI O N O F RI G O U R A N D BO U N DA RY- P US H I N G E X P LO R ATI O N . YO U D O N ’ T K N OW W H AT YO U D O N ’ T K N OW. E X P E RI M E NT W ITH YO U R TH I N K I N G AS W E L L AS YO U R D O I N G

S E E K I N S I G HTS F RO M US E R B E H AV I O U R – S E E E M OTI O N A N D PSYC H O LO GY ( YO U R OW N AS W E L L AS YO U R C U STO M E RS’ ) AS F U N CTI O N S TH AT A RE AS F U N DA M E NTA L AS E N G I N E E RI N G , M A RK ET I N G A N D SA L ES . P LUG I N TH E RI G HT E X P E RTI S E ( PA RT TI M E O R F U L L TI M E ) I N O RD E R TO E X PA N D YO U R H O R I ZO N S FO R S E E K I N G O UT A N D CA PTU RI N G O P P O RTU N ITI ES FO R I N N OVATI O N

D ES I G N - L E D ST R AT EGY TH E RO L E O F D ES I G N I N STR AT EG I C T H I N K I N G FO R G ROW T H

T h e p h ra se ‘d esign-l e d s tra te g y

t h i n g to d o . S i m p l i c i t y i s to o c o m p l ex

t h i n k i n g f o r g row t h ’ h e l p s m e to t h i n k

f o r t h a t to b e t h e c a s e .

a b o u t h ow I h e l p b u s i n e s s e s a ro u n d

the world to shape their visions for

D ES I G N P ROV I D ES A N O P P O RT U N I T Y TO AS K T H E S I M P L E Q U EST I O N , W H AT I S O U R T RU E P U RP OS E H E RE ?

grow th - whether at the level of a te a m , a p ro je c t o r a w h o l e b u si n e s s .

I t ’s l a ye re d c o m p o n e n t s o f l a n-

g u a g e , (w h i c h wo r k i n p a r t s a s we l l a s a w h o l e), h e l p m e a s a d e s i g n s t r a teg i s t a n d f a c i l i ta to r to w o r k i n a m u ltitude of dif ferent scenarios and

c ul tures , toge th er wi th my clien ts , un-

s i m p l e to o l s (o f te n c o m p o s e d o f s i m-

f o l d i n g t h e c o n ve r s a t i o n s t h e y r e a l l y

p l e q u e s t i o n s , c h i l d - l i ke d i a g r a m s o r

n e e d to h a ve in o rd e r to m ove f o r wa rd

s u r p r i s i n g l y b a s i c m o d e l s), c a n o f te n

a t key p o i n t s o f c h a n g e .

s tim u l a te dire c tio n-givin g in sig h t a n d

D e s i g n p r o v i d e s a n o p p o r t u n i-

inspiration in any journey of change.

ty for all engaged in piloting change

T h e y c a n a l s o o f f e r wa y s o f n a v i g a t-

– a n d t h a t i n c l u d e s b u s i n e s s ow n e r s ,

i n g t h e c o m p l ex – p a r t i c u l a r l y a t t h e

l e a d e r s h ip te a m s , te a m l e a d e r s , te c h-

l eve l o f s t ra te g y. T h is c a n b e t r u e

n ica l dire c to r s , in n ova tio n s p e cia lis ts ,

whether tha t ques tion is seeking to

d e sig n e r s a n d o t h e r s ta ke h o l d e r s - to

dis c ove r a n ew id e a a s ye t u n c ove re d ,

ask the simple question , ‘ Why do we

o r to s h a p e a n ew d i re c tio n f o r o t h e r s

e x i s t ? ’ o r t o a s k i t i n a n o t h e r w a y,

to follow - with their hear ts as well

‘ W h a t i s o u r t r u e p u r p o s e h e re? ’.

a s t h e i r h e a d s – o r to d i s r u p t a n e n -

ti re i n d u s t r y. S u c h q u e s ti o n s m i g h t

A s w e k n o w i n s t i n c t i v e l y, m o r e

I t i s a l s o t r u e t h a t d e c e p t i ve l y

o f t e n t h a n n o t , a s i m p l e q u e s t i o n

include:

c a n o f f e r a c o n s id e ra b l e c h a l l e n g e to

W hy d o we ex i s t ? W h e r e a r e we g o i n g ? W h a t i s i t t h a t w e d o n ’ t k n ow w e d o n ’ t k n ow ? Wha t is t he change in t he word we wa n t to s e e? What is t he bes t ques tion we need

s h a p e a re s p o n s e t h a t m a ke s s e n s e n o m a t te r w h a t a n g l e i t i s s c r u ti n i s e d f rom . I t is said th a t th e easies t wa y to con f use an in telligen t child is to ask th em a sim p le q ues tion . To te ll a comp l e x s to r y s i m p l y i s n eve r a s i m p l e

to a s k o u r s e l ve s j u s t n ow ?

can enable new directions for inno-

In shaping the change needed

va tion to em erge . And tha t can on ly

to deliver new value, it is helpf ul to

happen when businesses look inward

change how we think about design .

to their purpose, whils t a t the same

Th e n ow well-k n own con cept Design

t i m e l o o k i n g o u t w a r d s to t h e i r e x i s t-

T h i n k i n g c o n ti n u e s to h e l p te a m s a n d

i n g a n d f u t u r e c u s to m e r s .

organisations around the world to

ideate products and ser vices more

s i o n a r y? I f yo u r v i s i o n i s t h e d e s ti n a-

em pa th etically align ed to th e n eeds

tion , wha t is th e direc tion of travel?

a n d a s pi ra tio n s o f e m p l oye e s a n d u s-

A r e yo u r p e o p l e a l i g n e d to t h e d i r e c-

e r s (c u s t o m e r s) a l i k e – i n f a c t a l l o f

tion of travel? In wha t way can you

th e s takeh olders m apped o u t in th e

build and share new language that

s ys te m o f c h a n g e . B u t t h i n k i n g a b o u t

y o u c a n o w n a s a c u l t u r e? H o w c a n

design in new ways – expanding our

you ref ram e risk of fail ure as a vi tal

own understanding of what design

c o m p o n e n t o f s u c c e s s?

c a n m e a n a s a p r o f o u n d c o n s t r u c t

f o r c h a n g e - c a n a l s o h e l p b u si n e s s e s

i n g b l o c ks o f s e l f-a wa re n e s s , p u r p o s e

and leadership teams to s tand back

a n d a lig n m e n t e m b e d d e d in o rg a n i-

a n d l o o k d e e p . D e p t h o f s e l f- a w a r e -

sa tions and projects, all of which im-

n e s s (a s w e l l f o r e x a m p l e , a s k n o w l -

p l y a u s e r- c e n t r i c a p p r o a c h , t h e d e -

e d g e o f t h e m a r k e t ) i s a n e c e s s a r y

s i g n ta s k c a n s e e m n e b u l o u s , r a n d o m

component of understanding when

a n d s u b j e c t i ve . I t w i l l a l s o , m o s t l i ke-

a n swe r i n g t h e q u e s ti o n “ W hy? ”

l y, f a l l o v e r a t t h e f i r s t h i n t o f i n t e r-

I s th e visio n yo u s peak of vi-

Wi th o u t th e f u n d a m e n ta l b uil d-

n a l o r m a r ke t r e s i s ta n c e . T h a t i s w h y

I N T H I N K I N G A BO U T D ES I G N N OT O N LY AS TA N G I B L E O U T P U TS O R E X P E RI E N C ES , BU T A LSO AS T H E M E A N S BY W H I C H C O L L ECT I V E AS Y ET U N - FO RM E D VISIONS CAN BE SHAPED

In thinking about design not

only as tangible outputs or experiences, but also as the means by w h i c h c o l l e c t i v e a s y e t u n -f o r m e d visions can be shaped, businesses

d e l i ve r i n g a s h a r e d v i s i o n f o r c h a n g e i s a c o m p l ex , m u l t i-l a ye r e d ta s k t h a t r e q u i r e s c l e a r c o m m u n i c a t i o n a c c e ss i b l e to m u l t i p l e a u d i e n c e s .

WITHOUT THE F U N DA M E N TA L BU I L D I N G B LO C KS O F S E L F AWA RE N ESS , P U RP OS E AND ALIGNMENT THE D ES I G N P RO C ESS CA N S E E M N E BU LO U

My experience over the years

D esig n a s a s tra te gic to o l ca n

h as ta ugh t m e th a t in order to iden-

h e l p f a ci l i ta te , c o m m u n i c a te a n d j u s-

t i f y a n d m e e t f u t u r e , a s y e t u n e x-

ti f y a s e n s e o f s h a re d d e e p e r p u r p o s e

p re s s e d n e e d s , (o f te n ve r y s u b t l y n u-

a n d d i re c ti o n . W h e n t h i s h a p p e n s t h e

an ced), i t is n ecessar y for th e min dset

ta s k o f i n n ova ti o n w i l l b e c o m e a n a t-

of those involved to be also open to

urally embedded creative impulse

change.

within teams facing a challenge, the

An d th a t can on ly h appen wh ere

re s o l u ti o n o f w h i c h ta ke s t h e m c l o s e r

t h e c u l t u r e o r t h e c l i m a t e o f t h e o r-

to a goal th a t is far bigger th an th em-

ganisa tion itself enables people to

se l ve s o r th eir a bili t y to co n trib u te a s

openly engage in change. Af ter all,

i n d i v id u a l s .

c h a n g e i s n o t a l wa ys g o o d f o r eve r yone involved . People will say they

C U LT U RE O R T H E C L I M AT E O F T H E O RG A N I SAT I O N I TS E L F E N A B L ES P EO P L E TO O P E N LY E N G AG E I N CHANGE

w e l c o m e c h a n g e b u t , i n r e a l i t y, t h i s i s u s u a l l y s a i d c o n f i d e n t l y w h e n t h ey k n o w o r s e n s e t h e c h a n g e w o n ’ t a ff e c t th e m a d ve r s e l y. T h e re a re a l wa ys winners and losers.

This is why the picture that is

painted of the destination and the language communicating purpose

m u s t h e l p p e o p l e f e e l c o n n e c te d a n d

s e n te n c e , d e s i g n -l e d s t r a te g y t h i n k-

e n g a g e d a n d a b i g g e r p i c t u r e l e v e l .

ing for grow th of fers an insight tha t

Behaviours that are intrinsically mo-

is grea te r th a n i ts pa r ts . I a l so be lieve

tiva te d , (I b e lieve in th is a n d I wa n t to

the same holds true for design where

b e invo l ve d eve n th o u g h i t is ve r y di f-

i t i s u n d e r s to o d a s a d i s t i n c t i ve m u l-

f i c u l t a n d t h e r e i s n o s i n g l e a n s w e r) ,

ti-f a c e te d c o n c e p t t h a t d e live r s d e e p

a l wa ys win o u t in th e l o n g e r te r m ove r

a n d s t ra te g i c c h a n g e ove r ti m e .

t h o s e b e h a v i o u r s t h a t a r e m o t i va te d

ex t r i n sic a l l y, ( I a m d oi n g t h is b e c a u s e

designing must not only be centred

I a m b e i n g to l d I h a ve to a n d b e c a u s e

around the end users but also the

i f I d o n ’ t , I m i g h t g e t d e m o te d o r l o s e

f i r s t t h i n ke r s a n d a l l w h o l i e b e t we e n .

my b o n u s o r eve n l o s e my j o b).

I b e l i e v e t a k e n a s a w h o l e , t h e

Ta k e n i n t h i s l i g h t , d e s i g n a n d

Chapter 03

RESTRAINING THE MESS WEâ&#x20AC;&#x2122;RE IN During the Design talks Business, we

agents, designers - be able to

o ft e n h e a r d a b o u t t h e i n c r e a s i n g l y

respond to them. This part is an

dystopian version of the world

attempt to find a response to

a rou nd u s . Chaos , ever yday sol s t ice

the elements of ERROR that we

and the crowds of information

f a c e e v e r y d a y, e s p e c i a l l y o n t h e

require us - entrepreneurs, change

professional level.

F E RN A N DA TO RRE ( S E / P T ) Ferna nda Tor re is a n I n nova t ion a nd Stra tegy Exper t and Experience and Commu n ication De s i g n e r. Fe r n a n d a To r re h a s b e e n wo r k i n g o n t h e b o rd e r b e twe e n d e s i g n a n d b u s i n e ss using creativity to enhance innovation processes in R&D and manufacturing. She has won severa l awa rd s l ike the Red Dot Desi g n award. Fernanda is also a TE Dx speaker.

K EY T I PS

US E TI M E AS A N I N G RE D I E NT TO EV E RY TH I N G YO U D O : D ES I G N E X P ECTATI O N S , E X P E RI E N C ES A N D M E M O R I ES D O N ’ T ASS U M E A N Y TH I N G : AS K , TEST A N D E X P LO RE !

EV E RY TH I N G H A P P E N S I N A C O NTE XT : D ES I G N IT A N D R ES H A P E IT I N YO U R FAVO R !

S E I Z I N G T H E E X P E RI E N C ES

Innovation has never been

in other words: the low hanging f r u-

e a s y, b u t i t ’ s g e t t i n g h a r d e r. A l o n -

i t te c h n o l o g y-i n n ova t i o n h a s b e e n

gs tanding drop in R&D productivit y

h a r ve s te d a n d w e f a c e s e r i o u s c h a l-

has made innovation increasingly

l e n g e s g e n e ra ti n g n ew va l u e b a s e d i n

more expensive and resource in-

n e w te c h n o l o g y a n d b a s i c r e s e a r c h .

tensive. The n umber of researchers

req uired today to achieve th e expo-

d e r to f i n d , c o m p a n i e s a r e s t r u g g l i n g

n en tial grow th f rom M oore’s Law * is

to d e l i ve r va l u e . H oweve r, a re l a ti ve l y

more than 18 times larger than the

un tapped source of val ue is waitin g

n u m b e r r e q u i r e d i n t h e e a r l y 19 7 0 s ,

to b e s e i ze d : e x p e r i e n c e s .

H a s b i g i d e a s a r e g e t t i n g h a r-

m i u m i z a t i o n o f o f f e r i n g s . F u r t h e r-

D ES I G N U N LO C KS A N E M PAT H I C RE L AT I O N W I T H T H E C USTO M E R

more, Experience Design unlocks an e m p a t h i c r e l a t i o n w i t h t h e c u s to m e r, w h i c h h a s b e e n p rove n to h a ve a l o ng-las tin g im pac t . All this val ue can be generated without the need to

Experience design, the design

was te na tural resources in tangible

of intangibles over time, allows for

p r o d u c t s , b u t r a t h e r f o c u s i n g o n h u-

the genera tion of cus tomer centric

m a n - c e n t r i c s o u r c e s o f va l u e .

un tapped val ue and gran ts th e pre-

* Mooreâ&#x20AC;&#x2122;s l aw refers to an observati on made by Intel co- founder Gordon Moore that the n um ber of transi stors per squ a re i nch on i ntegrated ci rcui ts had doubled every year since the ir i nvent i on , s u g gest i ng ex ponenti al growth .

briks.com.pl

K ATA R ZY N A A N D R Z EJ CZY K - B RI KS

B RI K S A RC H ITE KC I / C O N C O RD I A D ES I G N

(PL)

Katarz yna A nd r ze j czy k- Br i ks is a n a r t h istorian , an edu cator and a lectu rer at the School of For m a nd SW PS i n Pozna ń a nd Wa rsaw. She teaches h istory of ar t and design , interior a rchitectu re a nd desi g n trend s .

K EY T I PS

N U RTU R E A N D E X E RC I S E YO U R AT T E NT I O N W E ’ R E SO OV E RST I M U L AT E D T H ES E DAYS

STAY C U R I O U S . C U R I O S I T Y E N R I C H ES O U R L I V ES W I T H F L AVO U R A N D M E A N I N G . T H A N K S TO C U R I O S I T Y, W E M E ET N E W P EO P L E , E X P LO R E N E W P L AC ES , C U LTU RES A N D L A N G UAG ES .

R E M E M B E R A BO UT TH E VA LU ES . D ES I G N H AS A LWAYS B E E N BO U N D W I T H BU S I N ESS , BUT S U STA I N A B I L IT Y S H O U L D P L AY A C RU C I A L PA RT, TO O.

C H A N G ES A N D C O N C E RN

The pace and the number of

r e v e a l e d h e r e - a m i s t a ke , a s w e a s k

c h a n g e s h a p p e n i n g a r o u n d u s i s e x-

ourselves more and more f requen tly

t r e m e l y h i g h . We l i v e i n a r e a l i t y w e

w h e th e r th e dire c tio n we to o k is rig h t .

don’ t un ders tan d . Overab un dan ce of

- things, information, stimulants -

times of redefining terms, economic

m a ke s o u r o w n d a t a p r o c e s s i n g s y s-

s ys te m s o r ro l e s i n t h e s o c i e t y. We

te m , o u r b o die s a n d b rain s n o t a b l e to

still don’ t know how the world will

s ta n d th e ove r l oa d , w h ic h is w hy I f in d

c h a n g e , b u t we f e e l i t i s a l re a d y h a p-

G d ynia D esign Da ys 201 8 th em e - ER-

pening . Vir tual and real worlds con-

R O R exc e p ti o n a l l y we l l f i t te d a n d i m-

nect, family model changes, the role

p o r ta n t .

o f wo m e n , m e n a n d c h i l d r e n c h a n g e s ,

We ’ve f o u n d o u r s e l ve s i n t h e

o u r re l a ti o n w i t h a n i m a l s c h a n g e , to o .

W E ST I L L D O N ’ T K N OW H OW T H E WO RL D W I L L C H A N G E , BU T W E F E E L I T I S A L RE A DY H A P P E N I N G

Once so bold, the division between g e n d e r va n i s h e s a s we l l . We l i ve i n a hy b r id wo r l d .

Authorities and companies

have almos t zero tr us t level, therefore plen t y of people crea tivel y u tilize eve r y e r ro r o f o u r s y s te m a n d h a c k i t

I h a ve b e e n wo r k in g wi th d e sig n

making new products, ser vices, life-

a n d d e s i g n t re n d s f o r a l a s t c o u p l e o f

s t yles th a t presen t a n ew a pp roach to

ye a r s , m y wo r k s h o p s a n d l e c t u re s a l-

l i f e , wo r k , l e a r n i n g .

low m e to m eet lots of people in Pol a n d . T h e s e a r e h i g h -s c h o o l a n d u n ive r si t y s t u d e n ts , b u t a l s o S e n io r C l u b

I S D ES I G N TA K I N G CA RE O F P EO P L E ’S N E E DS ?

m em bers , b usin essm an , m an a gers an d prod uc tion worker s . I talk wi th th em a bo u t d esign , b u t a l l in a l l th e co nve rsa tion we have are abou t us and th e wo r l d we c re a te d . We dis c u s s w h e th e r

th e world we happen to live in is th e

wor ld we wo uld like to live in . I s design

environ m en t f ull of concern . Th erefore,

“ ta k i n g c a r e ” o f p e o p l e ’s n e e d s? O n e

many companies intensively search an-

common thing for all the a t tendees

s w e r s f o r f o l l o w i n g q u e s t i o n s : h o w to

is a deep con cern rela ted wi th th ese

lear n abo u t c u s tom er s ’ expec ta tion s -

changes . Second meaning of Error is

how to see their needs and dreams?

People’s concern, makes business

How to prepare team s to work in

a n d m a ke s e f f o r t s f a c i n g c u r re n t a n d

t h e eve r-c h a n g i n g e nv i ro n m e n t? H ow

f u t u re c h a l l e n g e s .

t o d e a l w i t h s t r e s s? I t h i n k t h a t t h e

m os t im por tan t is to f in d a m om en t to

tations. Companies and designers

s to p a n d l o o k c a r e f u l l y a t t h e s i t u a -

remain under constant innovation

ti o n t h a t we a re f a c i n g .

press ure . We ten d to forge t th a t

Without decent diagnosis, we

innovation occurs ex tremely rare-

w o n ’ t b e a b l e to s o l ve p r o b l e m s s u c-

ly and it doesn’ t necessary mean

c e s s f u l l y. R e a l i z i n g t h a t w e w o n ’ t b e

dis c ove r in g g u n p owd e r. Le t ’s s ta r t

able to prepare for all the changes

with small, local changes . Let ’s de-

we f a c e m i g h t b e t h e m o s t i m p o r ta n t

velop well thought, valuable and

t h i n g . H oweve r, we c a n c o-c r e a te t h e

truly needed things, services and

change and develop skills that will

e x p e r i e n c e s . S o m e t i m e s , a n e w

enable us to adapt to any situa tion .

mindset we introduce in our com-

T h e s e a r e : c o g n i t i v e f l e x i b i l i t y, c u r i-

pany will be innova tive.

o s i t y, c r i ti c a l t h i n k i n g , d e c i s i o n m a k-

i n g s k i l l s a n d a b i l i t y to c o l l a b o ra te .

o g y, a s eve n th o u g h p o s sibili tie s g row

ERROR links to our expec-

Le t ’s n o t ove res tim a te te c h n o l-

fas t, John Thakara’s words remain s ti l l va l id : “ I f yo u p u t s m a r t te c h n o l o-

W I T H O U T D EC E N T D I AG N OS I S , W E WO N ’ T B E A B L E TO SO LV E P RO B L E M S S U C C ESS F U L LY

I t is cr ucial to assess th e core

v a l u e s . Wo r k i n g w i t h p e o p l e i n v a r io u s P o l i s h c o m p a n i e s w i t h C o n c o rd i a Design team en abled m e to see vas t n eed for p urpose in th e un der taken actions and longing for meaning of th eir lives a n d work . Foc u sin g on profi ts is a sh or t ter m s tra teg y. To en gage employees, it is necessar y to show th e m w hy i t m a ke s se n se to ta ke ris ks

g y i n to a p oi n t l e s s p ro d u c t , t h e re s u l t w i l l b e a s t u p id p ro d u c t ”. Human still remains in the centre.

SY LW I A H U L L-WOS I E K C O N C O RD I A D ES I G N

(PL)

concordiadesign.pl

Development & C rea t ivi ty M a nager at Concordia Design . The au thor of C reativ ity Thinking method , ba sed on va r iou s long-term experiences, ref lections and proj ect work based on crea t ive tech n iq u es , Desi g n Th i n king, Serv ice Design , C reativ ity Th in king and H R practices. Cer tif ied bu si ness coach , consu ltant, edu cator and h u man resou rces management exper t w ith over 1 5 yea rs of f ield - ex perience.

T H E RE ’S A S E N S E I T T H E S E N S E L ESS C RE AT I V I T Y T H I N K I N G AS A N A N SW E R TO M O D E R N O RG A N I SAT I O N S’ C H A L L E N G ES

Lack of motiva tion . It ’s the mos t

m e n t n ew i d e a s a t t h e c o m p a ny. W h o

common thing I hear when talking abo-

is in th e team , th en? Em ployees of th e

ut the challenges with managers. The

c lie n t - wi th di f f e re n t l eve l s o f se n io-

m ain c a u s e s o f th e p ro b l e m - t wo s o-

ri t y, experien ces a n d skills (dia gn osed

cio-cul tural trends tha t a f fec t profes-

b e f o re h a n d ), re s p o n sib l e f o r di f f e re n t

s i o n a l l i v e s : (c o n s t a n t ) c h a n g e ( f o r-

roles in dif ferent areas, coming from

ced) m ul titasking . Employees variously

va r i o u s g e n e ra ti o n s . E n g a g i n g p e o p l e

adapt conditions that are multi-stimu-

i n t h e p ro c e s s o f d e sig n i n g a s o l u tio n

l a t i n g , c o n s t ra i n i n g a n d ye t re q u i r i n g

em powers th eir unders tandin g and en-

f l ex i bi l i t y. I t i s e a s i l y v i s i b l e t h a t d i f-

gagement. Creating change and having

feren t gen era tion s deal wi th th em di f-

in f l u e n ce o n i ts direc tio n s g u a ra n tees

feren tl y. A n oth er obs tacle! H ow a m o-

m o tiva tio n wi th in th e te a m . A s sim p l e

dern organisa tion can make sense of it

as th a t?

all? H ow to f in d a sol u tion?

Or ra ther : who has to find it?

A F T E R T H E C O M P L ET E D P ROJ ECT P RO C ESS , PA RT I C I PA N TS B EC O M E T H E C H A N G E A M BASSA D O RS

T h a t i s w h a t we a s k f i r s t . U s i n g C r ea tivit y Thinking approach , we rely on a projec t team . We caref ully selec t individuals yet to design solu tions . People, with th eir skills , expec ta tion s , abilities a re i n c e n t re o f o u r a t te n tio n . T h a n ks to various tools and techniques we

“ We h a ve n o t i m e f o r t h a t ” i s

r e l e a s e t h e i r c r e a t i ve p o te n t i a l , t h a t

w h a t I h e a r f r e q u e n t l y. I t t u r n s o u t ,

e n a b l e s t h e m to w o r k o u t a n d i m p l e -

th o u gh , th a t a f ter th e process is over,

u se r s n o t o n l y ta ke ca re o f th e im p l e-

g n e d f o r. We e x p l o r e t h e i r n e e d s a n d

m e n ta t i o n o f t h e s o l u t i o n s t h e y c r e -

ex p e c ta t i o n s . A n exa m p l e? T h e s a m e

a te d , b u t s p re a d e n t h u s i a s m a b o u t i t

c o m p a n y, d i f f e r e n t va l u e . E f f e c t i ve -

within the organisation . They beco-

wh a t to do to m ake em p loyees m ore

m e c h a n g e a m b a s s a d o r s a s t h ey f e e l

e f fec tive? We were con siderin g s tr uc-

r e s p o n s i b i l i t y. C o l l e c t i v e , m a n a g e r s

tural solutions, when one of the em-

in c l u d e d , f in d s tim e f o r th a t . En g a g e-

p l oye e s p r o p o s e d to s ta r t f r o m s m a l l

men t is s tronger when the changes are

sim p le s teps - i f em p loyees a re to be-

a l ig n e d w i t h c o m p a ny c o re va l u e s . A n

c o m e m o re e f f e c ti ve , c o m p a n y â&#x20AC;&#x2122;s p a r-

exam ple?

k in g h a s to b e res tr u c tu red in o rd e r to

C l i e n t : A u t o m o t i v e i n d u s t r y, v a r i o -

save tim e los t to find a f ree parkin g

us depar tments, approx . 40 people

s p o t eve r y m o r n i n g .

involved in the project - employees

an d m an agers

p a r ti c i p a te i n t h e va l u e d e f i n i n g p ro-

Value: Togeth er

cess . I t m akes i t easier for th em to in-

Challenge: How to introduce brand

c o r p o ra te t h e m o n a d a i l y b a s i s . A s a

c o r e va l u e i n t h e d a i l y l i f e o f i t s e m -

crea tivit y con sul tan t, I encourage ma-

ployees?

n a g e r s to d o c r a z y t h i n g s a n d ta ke a

Solution: Collec tive can tin es design ed

s te p a h e a d - n o t o n l y d e f i n e t h e va-

a n d re n ova te d by e m p l oye e s a n d m a-

l u e s c o l l e c t i ve l y, b u t a l s o ex p e r i e n c e

n agers

th e m to ge th e r wi th e m p l oyees . D u rin g

Outcome: Collective work in new

crea tive workshops co-crea ted with

environment and unexpected form ,

a r tis ts (f. e .), we tes t th a t so l u tio n a c-

tim e s p e n t to g e th e r, im p rove d q u a li t y

tively. Par ticipants, aside from motiva-

of com mon areas and f ur th erly, im pro-

ti o n b o o s t , re c ei ve a c h a n c e f o r i n te-

ved q uali t y of breaks - good reason to

gra tion an d developm en t in n ew areas .

s p e n d t i m e to g e t h e r a n d g e t to k n ow

T h a t min d-openin g dose of in spira tion

each oth er.

is a cr ucial elem en t of crea tivi t y thin-

Eve n b e t te r i s w h e n e m p l oye e s

king process . It cannot be discarded

I N VO LV E M E N T P EO P L E I N D ES I G N I N G T H E SO LU T I O N A F F ECTS T H AT T H EY U N D E RSTA N D A N D FEEL IT

Great ideas come from great

i n s i g h t s . We c l e a r l y r e m e m b e r a b o u t t h e f i n a l u s e r s t h e s o l u t i o n s i s d e s i-

w h e n wo r k i n g w i t h c re a tivi t y t h i n k i n g collec tivel y.

WOJ C I EC H K Ł A P C I A PAJA K

(PL)

pajaksport.pl

Ou tdoor I nd u str y tech nolog y exper t with over 1 5 years of experience. H e condu cts training cou rses on la m i na te prod u ction tech nologies, down cloth ing ( inclu ding H imalayan), s leepi ng ba gs , r u cksacks , tents or membrane clothes.H is ar ticles are being pu blished in “ 4ou tdoor ” por ta l , “ M a ga zyn G órski” and in variou s indu stry internal materials. H e works in the f ield of desi g n , development, and tech nology consu lting with variou s ou tdoor brands.

K EY T I PS

STA RT A N A RG U M E NT W I T H YO U RS E L F. P UT YO U RS E L F I N T H E S H O ES O F R EV I E W E RS , U S E RS A N D YO U R C O M P ET I TO RS .

C H EC K I F YO U R I D E A WAS N OT I N V E NT E D O R EV E N PAT E NT E D

TA L K W IT H E NT H US I ASTS , T H EY O F T E N K N OW SO LUT I O N S YO U A RE P U Z Z E L I N G A BO UT, A LWAYS AS K T H E M O P E N Q U EST I O N S .

W H E N YO U R T E A M H I TS A WA L L

A h a m m e r i s t h e h a r d e s t t h i n g

to f in d a wa y to go a ro u n d th a t wa l l in

t h i n g to i nve n t . S o u n d s m u n d a n e? I t ’s

t h e s i m p l e s t wa y. T h a t s i m p l e s t s o l u-

n ot . I t tur n s o u t th a t th e m os t sophis-

tions usually measurably af fect the

tica ted solu tions are usually simple

p ro d u c ti o n c o s t s , to o .

a n d e a s y t o c o m e u p w i t h . “A n y o n e

co uld inven t th a t ” is th e bigges t com-

c h a n g e i n t h e wa y f a s te n i n g l a s h i n g s

p l i m e n t a d e s i g n e r c a n r e c e i ve . T h e n ,

a r e a t t a c h e d t o t h e t e n t I w a s w o r k-

l o o k i n g b a c k i n t h e h i s to r y o f t h e h u-

ing on . The way we modified the way

m ani t y proves th a t apparen tly th ere

ten t ’s s tays are moun ted makes a per-

were no anybodys . One could assign

fect example. Leaving the original

s u c h co m m e n t to P h il lipe S ta rck ’s ci t-

p r o d u c t u n to u c h e d , w e s t i l l m a n a g e d

r u s sq ueeze r. T h e p rod uc t h e d esign ed

to keep th e f un c tion ali t y an d saved

i s re c o g n ize d by a l m o s t a n yo n e , eve n

60% of an expensive, kevlar cord .

i f S tarck ’s n am e is un familiar to m any.

K n ow l e d ge a b o u t sailin g k n o ts h e l p e d

Ve l c ro ta p e s e r ve s a s eve n b e t te r ex-

m e to d eve l o p a s m a r t s o l u t i o n . T h a t

ample, though hardly anyone does

is h ow s e e m i n g l y u n re l a te d k n ow-h ow

even notice it - per fectly designed,

beca m e key to so lve a n is s u e .

A p e r f e c t e x a m p l e h e r e i s t h e

with fibers’ elas ticit y and hooks’ angles taken into considera tion . The

S U C H T E A M CA N REVO LU T I O N I Z E T H E P RO D U CT. B ET T E R I S T H E ENEMY OF GOOD

wa y i t wo r ks is so sim p l e th a t i t wo u l d be di f f ic u l t to f in d a n ea sie r so l u tio n … sil e n t ve l c ro h a s b e e n u n d e r wo r ks f o r t h e l a s t t wo d e c a d e s .

S I M P L EST SO LU T I O N S U S UA L LY M E AS U R A B LY AFFECT THE PRODUCTION C OSTS

During the Renaissance days,

a p e r so n co u l d p os ses s a l l th e k n ow le d ge a cces sib l e to th e h u m a n k in d a t th a t tim e . I t ’s n ot possible anym ore t h e s e d a ys . T h e te m p o o f i n f o r m a ti o n

One of the aspects of my profession

genera tion , so as the technical and

is to search for solutions when the

scien ce in n ova tion goes wa y beyon d

p r o j e c t te a m h i t s t h e wa l l . M y ta s k i s

learning capacity of a single person .

If happens frequently

t h a t a c h a l -

T h a t i s w h y, m u l t i d i s c i p l i n a r y

len ge we’re workin g on has been al-

team s are bein g crea ted wh en workin g

read y overcom e in oth er in d u s tr y sec-

o n a n e w p r o j e c t s . E x p e r t s i n va r i o u s

to r s . M a k i n g u s e o f s u c h c a n b e re a l l y

fields, frequently non-related with

ben e f icial . M ul tipl y awarded for i ts in-

t h e i n d u s t r y, a r e i n v i t e d t o j o i n s u c h

n ova t i ve m a te r i a l c o m b i n a t i o n , Ed e l-

team s , too. For th em , bein g un famil-

r id ’s A s s e c u ra ti o n to o l m a ke s a g re a t

iar with tech nological con s train ts , it

example. Designers claimed tu used

i s e a s i e r to g o b eyo n d s c h e m e s . S u c h

a m e th o d th a t a l re a d y exis te d in o th-

team can revolu tionize the product .

er field - solid combina tion of gum and

B e t te r i s t h e e n e my o f g o o d . C o m p l ex

p l a s tic i s h ig h l y u ti l i s e d i n s c rewd r iv-

so l u tio n s a re dis p l a ce d by th e sim p l e r

e r s f o r m o r e t h a n a h a l f o f a c e n t u r y,

on es . Wh en o ur com peti tors are ah ead

h owever wh en i t com es to clim bin g in-

w i t h t h e s e , o u r p ro d u c t w i l l s o o n d i s-

d u s tr y, i t wa s a b reak th ro u gh .

a p p e a r f ro m t h e m a r ke t .

B E I N G U N FA M I L I A R W I T H T EC H N O LO G I CA L C O N ST R A I N TS , I T I S E AS I E R TO G O B EYO N D SC H E M ES

C o m in g b a ck to th e h a m m e r, i ts

c o n s t r u c ti o n wa r ra n t s n o e r ro r s .

veryhuman.pl

I Z A B E L A B E RN AU - Ł AW N I CZ A K

V E RY H U M A N S E RV I C ES

(PL)

An entrepreneu r and a desi g ner. Ex per ienced moderator of creative and design processes based on Ser v ice Desi g n th i n k i ng , Desi g n Th in king, h u man -centered design . For n ineteen years, s he ha s been hel pi ng com pa n ies to u nderstand and adapt to market changes, create stra teg ies for bra nd s , prod u cts , a nd ser vices based on design . Iza has vast experience in the im plementa tion of pro j ects rela ted to design in the following indu stries: food / F MC G, finance a nd energy. A g rad u a te of Desi g n Management at SW PS and Dietetics at the University of L ife Sciences i n Pozna ń . A member of Serv ice Design Polska, the fou nder of the Fu tu refood s .pl pro j ect .

O U R DA I LY B RE A D

Food is n ot in scarci t y anym ore,

r i t y. We ’ v e g o t e a s i l y a c q u a i n t e d t o

t h e r e ’s n o n e e d t o m a ke m u c h e f f o r t

s h e lves f u ll of good s . M o reove r - m o re

to g e t f o o d . F o o d i s s i m p l y a va i l a b l e ,

o f te n , we’re ex p e c tin g s o m e th in g n ic e

24 h o ur s a da y, wi thin th e reach of o ur

t o s u r p r i s e u s , s o m e t h i n g s u p e r (s u -

hands - fresh, af fordable, bursting

p e r f o o d s , f o r exa m p l e). R e ta i l s to-

w i t h c o l o u r s . We ’ ve f u n n e l l e d o u r p r i-

r e s f e a r to f a i l i n c o n t i n u o u s d r i ve to

m a l h u n t i n g s k i l l s to b a r g a i n h u n t i n g .

m eet o ur expec ta tion s so badly th a t

We ’ve m ove d f ro m f e e d i n g o u r h u n g e r

p ro d u c ts th a t a re to o o rdin a r y o r n o t-

to feeding our own ambitions . The-

-re a l l y a e s t h e ti c a l l y p l e a s i n g a re b e-

re’s n o t m u c h l e f t f ro m . . . o u r re g a rd to

i n g ta ke n o f f f ro m t h e s h e l ve s . T h e s e

f o o d . D id n ’ t we g e t l o s t i n a wa y?

p ro d u c ts a re m o re like l y to l a n d in th e lit ter than disappoin t the pick y cus to m e r.

FO O D WAST E I S N OT A N I N D I V I D UA L I SS U E

R e ta i l s to re s f u l l o f a e s t h e ti c a l l y a p-

THE RESPONSIBLE COMPANY IS AWARE THAT THE EXTERNALIZATION OF COSTS IS A VIOLATION OF THE GOOD OF THE COMMUNITY AND THE PLANET

pealing products became the way w e p e r c e i ve t h e s o c i e t y ’s p r o s p e r i t y.

I t ’s becom e more f req uen t and way

And so we love to to live in prospe-

easier to sim ply get rid of th e item s

t h a t d o n o t f i t to o u r p e r f e c t p i c t u re . Million s of ton n es , million s in cash . We t h row a wa y to o m u c h by t h e c a u s e o f b u yin g to o m u c h . We b u y to o m u c h a s we a re n o t a b l e to d e a l w i t h t h e ove rs u p p l y o f f o o d . We d o n o t u n d e r s ta n d

P RO D U CTS A RE M O RE L I K E LY TO L A N D I N T H E L I T T E R T H A N D I SA P P O I N T T H E P I C K Y C USTO M E R

w h a t , w h e n a n d h ow m u c h we a c t u a ll y n e e d to e a t . We ’re b o m b a rd e d w i t h l a te s t f a d s , t r e n d s , n e w d i r e c t i o n s i n

T h e re ’s n o p ro b l e m we c a n ’ t wo r k o u t .

n u t r i t i o n . G l u t e n -f r e e , l a c t o s e -f r e e ,

P e r c e i v i n g f o o d f r o m a n e w p e r s p e c-

m e a t-f r e e , f r e e -f r o m f r o m a l l o v e r .

tive can red uce th e am o un ts of food

Free f rom the feeling and senseless,

w e b u y. U n d e r s t a n d i n g t h a t r i c h d i e t

t o o . A s w e t r u s t b e s t- b e f o r e d a t e

does not call for ever yday visits a t

th an our sen ses , i t looks like we’ve

th e g ro c e r y s to re is th e key. L is te n in g

lost our common sense when it comes

to yo u r b o d y a n d u n d e r s ta n d i n g w h a t

to f o o d .

it actually needs doesn’ t require sec re t s k i l l s a n d c o u n ti n g eve r y c a l o r i e .

Le t ’s s top del udin g o urselves - food

S h o p pi n g s m a r t d o e s n ’ t n o t n e c e s s a-

wa s te is n o t a n i n d ivid u a l is s u e . I n d e-

rily mean buying higher quantities of

e d , i t i s a g r ow i n g s o c i a l i s s u e , w h i c h

food we won’ t be ac tually able to con-

go es beyo n d th e food wa s te s ta ti-

s u m e a ny wa y. I n s te a d o f c re a tin g n ew

s tics . It ’s the overproduction tha t

n u tri tio n tre n d s , l e t ’s d o so m e th in g to

r e q u i r e s ex te n s i ve u s e o f e n e r g y a n d

b uil d n ew co n scio u s n es s - co n s u m e r s ,

wa ter. I t ’s h ow i t a f fec ts o ur h ea l th a s

p ro d u c e r s a n d re ta i l e r s , a l to g e t h e r.

s o o n we’ l l b e d e a lin g wi th o b e si t y a n d

We all con s um e . Le t ’s h ope o ur vani t y

m e ta b o l i c d i s o rd e r s .

wo n ’ t c o n s u m e u s .

EV E L I N A LU N D QV I ST T H E G O O D TR I B E

( S E /AT )

thegoodtribe.com

Evelina Lu ndq v ist ( 1981 ) is a socia l bu si ness consu ltant and an award win n ing social entrepreneu r. Or as s he l i kes to pu t i t — a n investor of time and awesomeness. She ru ns her crea tiv ity a nd s u sta i na bi l i ty a gency, The Good Tribe ou t of Sweden and Au stria. She works together w ith cl ients s u ch a s I KE A a nd Caritas and the mu n icipalities of Östersu nd, Stock hol m , Botkyr ka a nd G ra z. Evel i na holds a MBA in Bu siness Eth ics and CSR f rom Da nube Bu siness School i n Krems , Au str ia .

THE CHANGE MAKER CHALLENGE: H OW TO TR A N S FO R M F RO M “ BU S I N ESS AS U S UA L” TO “ BU S I N ESS FO R G O O D”

I am writing this, not for the faint

com mit ted among us . There are all the

of hear t. But for those who want to bring

reasons in the world to talk openly about

about change. For those who see social

humanity’s challenges in the age of an-

justice, equality, climate change mitiga-

thropocene.

tion , and ecosys tem protection , not as a threat but as a bat ter y of oppor tunities — business oppor tunities.

I N E V E RY S E C TO R O F S O C I E T Y A N D I N E V E RY PROF ESSION TH E RE IS E N O R M O U S P OT E N T I A L TO C O N T R I B U T E TO B E T T E R M E N T AND CHANGE

O U R SO C I ET Y I S C H A N G I N G AT U N P REC E D E N T E D S P E E D

And yet , a t th e sam e tim e, we’re doin g really well . Child mor talit y, the n umber of babies per woman and illiteracy are at

O ur societ y is changing a t unprece-

all times low, jus t to mention a few ex-

d e n te d s p e e d . H u m a n i t y is m o re c o n-

amples. Moreover, vaccination rates, the

nected than ever, and despite wha t we

n u m b e r o f c h il d re n w h o a t te n d sc h o o l

are told over and over again , sa fer and

and women’s education levels, are at all

m o re p ro s p e ro u s t h a n eve r b e f o re . O f

ti m e s h i g h . T h e s e n u m b e r s m a y s e e m

course, we still face enormous problems,

isolated and unrelated at a first glance.

catastrophes, and even atrocities being

B u t lookin g deeper a t wh a t i t takes of

a society to e.g . reduce child mor tality,

What does this really mean businesses?

indicates countries, cities and communi-

As yo u are readin g this , h opef ull y, yo u

ties that have a newly acquired ability to

a re a s k i n g yo u r s e l f, “A m I p a r t o f t h e

provide clean water, sanitation, health-

p r o b l e m o r t h e s o l u t i o n? ”. We a r e a l l

care, a safe childhood without violence,

c h i l d re n o f o u r ti m e , m o s t o f u s m ove

and much more. Fur thermore, humanity

a ro u n d t h e p l a n e t , c re a ti n g a h a r m f u l

see m s to be leavin g som e of th e n eed

carbon footprin t wi th o u t even ref lec t-

to solve problems with violence. Are we

in g on i t . A re yo u n oddin g in ack n owl-

even moving into an era where democra-

edgement and thinking something along

cy, human rights, tolerance and dialogue

the lines of, “ Yes, I might be par t of the

are becoming the core of the human ex-

p ro b l e m — b u t I wo u l d m u c h ra th e r b e

perience? In any case, humanity is mak-

par t of creating solutions for sustaina-

ing enormous progress — fast.

ble development ”? This is the divide bet ween the fain t of hear t and the brave

W h a t d o e s t h i s h a ve to d o wi t h b u s i-

change makers. And reading this far, you

ness?

might just have proven to be par t of the

Eve r y th in g . I n eve r y s e c to r o f so cie t y

la t ter gro up. Th e ch an ge m akers . Wi th

a n d in eve r y p ro f e s sio n th e re is e n o r-

this realisa tion , yo u can con f iden tly

mous untapped potential to contribu te

star t your journey towards contributing

to betterment and change. Agenda 2030

to “business for good”.

and the global sus tainabilit y goals are a tone-setting example of this. Business along with other sectors are waking up to a n ew re a li t y, re a lisin g th a t , “i f yo u a re n o t p a r t o f c re a ti n g s o l u ti o n s f o r

P E RC E I V I N G FO O D I N A N E W WAY CA N RE D U C E T H E Q UA N T I T I ES YO U BU Y

sustainable development — you are par t of th e problem”. B usin esses are takin g on th e ch allen ge of tran s formin g th eir ve n t u re s f ro m c o nve n tio n a l “ b u si n e s s

To s uppor t yo u alon g th e wa y, th ere is

a s u s u a l ” to “ b u sin e s s f o r g o o d ” w h il e

three guiding question that can help you

still making money. They are discovering

kickstar t or refine your business’ contri-

that paying at tention to social and en-

bution to sustainable development.

vironmental impact alongside financial

1 . W h a t k i n d o f l i f e i n my c o m m u n i t y

longevity is key to building a reputation,

a nd on t hi s pla ne t do I wa n t my bu s i-

reaching out to new audiences and help-

ness to contribute to?

ing to secure business and the planet for

H o p e f u l l y, y o u w a n t y o u r b u s i n e s s ,

future generations.

th ro u gh o u t all ph a ses of i ts li fe-cycle to contribute to prosperit y in the com-

m unit y and for the planet . The life-cy-

Do good and measure your impact — or

cle of a product includes all social, en-

even , be the best, lead the market, and

vironmental and financial under takings,

tell the world of your progress . There is

f rom th e ini tial resea rch a n d deve lop-

a n eve r-g row i n g n u m b e r o f c o n s cio u s

ment to material ex traction, throughout

consumers interested in ethical and en-

manufacturing and production, storage,

vironmentally responsible products and

tran spor ta tion , u tilisa tion , disposal or

ser vices. However, steer clear of green-

recycling. The life-cycle of a service ob-

washing, communicating that your busi-

vio usly looks di f feren t , b u t can som e-

n e s s is m o re s u s tain a b l e th a n w h a t i t

tim es do even m ore h arm th an a prod-

is. Consumers will notice and drag your

uct since it induces a significant carbon

business through the social media mud.

footprint through e.g. travelling. Rememb e r t h a t a t r u l y r e s p o n s i b l e b u s i n e s s recognises that ex ternalisation of costs is a violation of the community and the planet, and willingly absorbs all costs it causes.

L ET US C RE AT E C H A N G E TO G ET H E R

2 . H o w c a n I t u r n m y b u s i n e s s Z e r o Waste? Ze r o Wa s te i s a r a d i c a l a n d p owe r f u l

Take some time answering the questions

tool since it indicates exactly how much

a b ove . T h e n ta ke a d e e p b r e a t h . T h e

was te there is room for in a produc t or

adven ture for yo u , brave ch an ge m ak-

service life-cycle. How can you reinvent

er, is about to commence. Let us create

your business in order to produce ZERO

change together.

wa s te? F a m i l i a r i s e yo u r s e l f w i t h Ze ro Was te (Re f use, Red uce, Re use, Repair, Return, Rot, Recycle), and related terms s uch as li fe-cycle an alysis an d cradle-to-cradle. 3. How can I measure my social and environmental impact alongside financial key indicators, and tell the world of the progress I am making? Iden tif y wha t your busin ess would risk by n o t e n g a gi n g , a n d u s e s u s ta i n a b l e development as a force for innova tion .

Chapter 04

PEOPLEâ&#x20AC;&#x2122;S PERSPECTIVE

PA RT I C I PA N TS â&#x20AC;&#x2122; O BS E RVAT I O N S Design provides us with completely new perspective, new methods, new approach and also takes into account contexts, which might not be recognised by business. Agata Hall UX team leader, Intercars

I think that business without design doesnâ&#x20AC;&#x2122;t exist anymore. They are inherent entities that should not be considered separately. Paulina Koczara freelancer

Thanks to Alice and Scott â&#x20AC;&#x2122;s workshops, we could realize that key factor to effective change approach is empathy. Filip Nocek Jazzy.pro

During the Design Talks Businesses I definitely felt like I am a par t of some good change. All these engaging conversations, new friendships and a massive dose of knowledge made it wor thwhile to be there. Who would have thought that doing businesses could be so cool? Sylwia Bodnar Napad studio

Trial and error, changing perspectives or games are the methods that helps business to loosen up - we, designers, use them on a daily basis, while for the business representatives it might be something completely new. This is where I see tremendous value of design in business. Dominika Rudowicz Digital Product Designer, Globallogic

M AC I EJ G ŁO G OWS K I F LOWA I R

(PL)

flowair.com

Business developer manager and co-owner of FLOWAIR, a company that has been operating at the HVAC market (heating, ventilation, air conditioning) for the last 15 years. When constructing valuable solutions, he puts an emphasis on innovation and industrial design. Turquoise approach to an organisation is dear to him as he puts people in the center and strives to empower for them to the maximal extent with minimal amount of control.

G DY N I A AS A BUS I N ESS- F RI E N D LY CITY Yo u r c o m p a n y , F l o w a i r , m a d e

o u t , t h a t we s ta r te d c o o p e ra ti n g w i t h

t h e n a m e f o r it s e l f a s o n e o f t h e f i r s t

a l e c t u re r ra th e r th a n a s t u d e n t . B a c k

t o i n t r o d u c e i n d u s t ri a l d e s ig n i n yo u r

t h e n , m o r e t h a n 1 0 ye a r s a g o , i n d u s-

i n d u s t r y.

t r i a l d e s i g n wa s s o m e t h i n g a s s o c i a t-

F o r a v e r y l i m i t e d p e r i o d , F l o w a i r ’s

e d wi th a ra n d o m a r tis t th a t wil l p ain t

c o r e a c t i i v i t y wa s d i s t r i b u t i o n o f d e-

s o m e t h i n g - i t d id n ’ t m a ke s e n s e .

vices, but it turned out fastly that it didn’ t s ui t o ur n eed . We opera te in th e

IMPLEMENTING D ES I G N I N O U R P RO C ESS WAS A N OT H E R ST E P

H VA C i n d u s t r y ( h e a t i n g , v e n t i l a t i o n and air conditioning), and at some poin t we jus t s tar ted developin g our devices, producing them on our own a n d t h i s l e a d u s , a p p a re n t l y a c c id e nta l l y, to i n d u s t r i a l d e s i g n . P e o p l e r e a c te d to t h e p r o to t y p e s w e d e s i g n e d

Aside from industrial design,

at out production facility thanks

your company int rod uced design in

cer tain tech n ological advan cem en ts

its processes - what made you dis-

d i f f e re n t l y t h a n we ex p e c te d . F o r ex-

c ove r t h e r o l e a n d va l u e o f d e s i g n i n

a m p l e, a h ea ter cover I p resen ted to

b u s i n e s s?

my collegauges confused them - it

Implementing design in our process

r e s e m b l e d a s h o w e r b a s e . M y p a r t-

w a s a n o t h e r s t e p . F r e q u e n t l y, p e o -

n e r in sis te d to f in d a F in e A r ts S c h o o l

p l e d o n ’ t h a ve a c l u e , I ’m o f te n a s ke d

student and improve it - believing

to send some ar tis t, so tha t we can

t h a t i n d u s t r i a l d e s i g n i s r a t h e r e x-

replica te wh a t yo u achieved . He can

pensive a t the same time. It turned

p a i n t s o m e t h i n g . ( l a u g h t e r) . We l l , w e

s ta r te d o f f s i m i l a r l y : w e ’ l l h i r e a s t u-

es o ur com pany faces . I am beyon d

dent to give us some tips, possibly

happy that we discover this ap-

t o j o i n a p r o j e c t . We g r e w e x p l o r i n g

proach early enough .

our own needs . It is all rela ted with

i n d u s t r i a l d e s i g n . I t g o e s b e yo n d t h e

p r o d u c t s t o u s e r ’s a n d m a r ke t n e e d s

p rod u c t i tse l f. T h e s u r ro u n din g , th e

better?

p r o d u c t i o n t h a t m a ke s i t a r e a l t h i n g

We f o r m m u l ti d i s c i p l i n a r y te a m s i n

- these processes can be designed,

the design processes - you will find

too, they can be more ef fective or

t h e r e o u r i n d u s t r i a l d e s i g n d e p a r t-

m o re f rie n d l y. I t a p p lie s to e a c h s ta g e

m en t represen ta tive, oth er com pany

we p l a n .

re p re s e n ta ti ve , i n d e p e n d e n t te c h n o l-

What enables you to fit your

ogist that can suppor t the process,

W E FO RM M U LT I D I SC I P L I N A RY T E A M S I N T H E D ES I G N P RO C ESS ES

s a l e s a n d m a r ke ti n g te a m e m p l oye e s . Sometimes, we invite someone comp l e t e l y o u t- o f- t h e - b o x , t o s e e a n d f e e l t h i n g s f r o m a f r e s h p e r s p e c t i v e . A n o n-h o m o g e n i c , n o n-p o l a r e nv i ro nm e n t i s c r u c ia l to d r i ve i n n ova ti o n .

During Design talks Business

w e f o c u s o u r a t t e n t i o n d e s i g n ’s r o l e

A N O N - H O M O G E N I C, NON-POLAR E N V I RO N M E N T I S C RU C I A L TO D RI V E I N N OVAT I O N

a n d p o te n t ia l i n s h a pi ng b u s i n e s s e s not only as an industrial design, but a l s o a s a s t r a t e g i c t o o l . We f in d i t im por tan t to im plem en t des i g n t h o r o u g h l y, s o t h a t e v e r y o n e i n the company has an unders tanding o f i t s v a l u e - o b v i o u s l y, i t ’ s a m a t-

Keeping t he ind u s t ria l desig n

ter of ed uca tion , som e migh t be less

at your core, you s tar ted using design

eager to go for i t , b u t i t ’s cr ucial to

a s a t o o l t o i m p r ove yo u r p r o c e s s e s -

ta l k a b o u t i t . S o m e t h i n k t h a t h i r i n g

w h a t we r e yo u r m o s t b l a t a n t e r r o r s?

a c o m p a n y t h a t s p e c i a l i ze s i n d e s i g n

At some point we reached the point

will do th e work - it is a shor t term

o f exc e l l e n c e i n i n d u s t r i a l d e s i g n a n d

rem ed y for o ur ch allen ges . In trod uc-

felt that we could succeed easily at

ing design as a process is a process

a ny p roje c t . A m o re co m p l ex p roje c t

i tsel f. Wh en we s tar t to im plem en t

th a t we worked on a t th a t tim e ta u gh t

it at many dif ferent levels and un-

u s t o b e m o r e h u m b l e . I w o u l d r a t h -

d e r s ta n d i t b e t te r, i t b e c o m e s wa y

er n ot perceive i t as an error comin g

e a s i e r to f i n d s o l u t i o n s f o r c h a l l e n g-

f ro m o u r h i g h s e l f-e s te e m - i t wa s u s

th a t were respon sib le for th ese er ror s .

order to build bet ter products, the

We es tim a ted d ea d lin es th a t we re n ot

world or our company cul ture.

m e t , t o t a l l y. We u n d e r s t o o d t h a t w e

h ad don e thin gs wron g . I m ean , we fel t

t o b e?

like d esign c h a m pio n s - so w h a t co u l d

A s I ’ m a l o c a l p a t r i o t , I f i n d i t h a r d

g o w ro n g? Re s e a rc h , n e c e s s a r y p a r t s ,

to talk about Gdynia . On the other

ever y thing was in place. Ever y thing

h a n d , I s e e G d y n i a a s a o n e o r g a n i s m

seem ed to work un til th e las t s tage.

with Sopot and Gdańsk that are so

We missed th e process , we missed th e

di f feren t , bein g a t th e sam e s tron g-

d e s i g n o f t h e p ro c e s s .

ly connected . Gdań sk is such an old

What kind of approach your

ci t y, wi t h m o re t h a n a t h o u s a n d ye a r s

com pa ny ta kes when desig ning new

o f h is to r y. S o p o t , th a t u se d to b e

p r o d u c t s a n d s o l u t i o n s?

a holiday resor t , and G dynia , a cit y

I read som eon e’s sen ten ce th a t re-

so young tha t one might ask why it

ally resona ted with me. Tha t person

eve n h a s a B u i l d i n g C o n s e r va n c y d e-

wa s a w h e e l c h a i r d e sig n e r. H e said

par tment.

t h a t to c h a n g e t h e w o r l d , o n e d i d n ’ t

Ta k i n g a n o u t s i d e r ’ s p e r s p e c t i v e a t

necessarily had to discover some-

t h e Tr i c i t y , G d y n i a i s u n d e r r a t e d .

thing , it was jus t enough to look a t

H o w eve r, i t i s G d y n i a , a l s o t h a n k s to

things from dif ferent perspective.

c h a n g e s i m p l e m e n t e d c o n s c i o u s l y,

W h a t ’s f u n n y, I h a p p e n to q u o te t h a t

tha t is the bes t place to live in Po-

sen ten ce a t vario us lec tures an d as

land.

W h a t m a ke s G d y n i a T H E p l a c e

this in ter view goes online, it will be som ehow s tuck wi th m e . I feel a bi t

TO CHANG E THE WORLD, DIDN’T NECESSARILY HAD TO DISCOVER SOMETHING, IT WAS JUST ENOUG H TO LOOK AT THINGS FROM DIFFERENT PERSPECTIVE

l i ke a t h i e f ( l a u g h te r) . W h a t ’s i m p o rtant, though , tha t it applies to any thing: social concepts, human relations, politics. The worst thing is to drive ourselves towards revolution - now we’ ll drive with zero-ene r g y, f u e l e d w i t h w a t e r o n a n y t h i n g . Ev o l u t i o n i s a l w a y s b e t t e r t h a n r e vo l u tio n . We m ig h t n o t b e s e e n a s

W h y G d y n i a i s a c i t y s o o p e n

w e l l-k n ow n i n n ova to r s , b u t a s I g r ow

f o r n ew, f r e s h i d e a s?

o l d e r, I u n d e r s ta n d t h a t l i f e i s n o t

G d y n ia h a s t h e i n n ova tio n i n i t s ro o t s

a c o m p e t i t i o n . A g i n g u p te a c h e s h u-

- it was built out of nothing on the

m i l i t y. I n s t e a d o f s p a r k i n g a r e v o l u -

foundations of some village. It was

tio n , we s h o u l d s e e t h e s e s m a l l t h i n g s

b u i l t o u t b e c a u s e o f a c e r t a i n i d e a ,

and make the bes t use of them in

cer tain f unc tions tha t needed to be

f ulfilled . That puts us close to de-

panies here, meet them , Park ’s

s i g n p r o c e s s , to o . P o l a n d d i d n ’ t h a ve

ternal net work makes it a t trac tive

a s e a p o r t - i t h a d to b e b uil t f ro m th e

to p a r t i c i p a te a n d s h a r e c e r ta i n i d e-

scra tch . Th e loca tion m et all th e re-

a s . I t h a s a s o r t o f s n o w b a l l e f f e c t .

q uire m e n ts . G d yn ia wa s n ’ t b uil t in th e

When couple of f reaks get together

c i t y- m a k i n g p r o c e s s , i t w a s b r o u g h t

a n d d rive e a c h o th e r in a p o si tive wa y

to life to f ul fill specific need, as an

- i t i s b e c a u s e o f a g r e a t v i b e h e r e ,

organ th a t a co un tr y n eeded . I t som e-

n o t b e c a u s e o f a l owe r re n t ra te s . I t ’s

h ow c o n s ti t u te d G d y n ia ’s id e n ti t y f o r

something any authorities cannot do

m any years . I t alwa ys worked as an

wi th o u t th a t ini tial sn owball . I g uess

open door for the whole wide world,

G d y n ia k n ows h ow to s ta r t s u c h c o m-

t h a t l o o ke d a h e a d , a i m e d towa rd s t h e

munities - sof t, sometimes invisible

f u ture and con n ec ted cer tain thin gs

thin gs an d taken in to con sidera tion

a n d f u n c ti o n s .

here. Sometimes, these are the most

in-

W h a t i n n ova t i ve a c t i v i t i e s a f-

impor tant factors. These can’ t be

f e c t G dyn ia ’s ci t i ze n s a n d t h e g e n e r-

p l a n n e d o r m e a s u r e d . I n m a ny w a y s ,

al perception of the city?

t h e v i b e h e r e r e s e m b l e s S i l i c o n Va l -

G d y n i a e d u c a t e s , b u t d o e s i t d i f f e r-

l ey. A s f o r F l owa i r, w e d o n ’ t to c u t

e n t l y. I t m a ke s yo u t h i n k . G d y n i a D e-

out from such environment totally

s i g n D a y s m a ke a p e r f e c t exa m p l e . I t

(Flowair has its R&D depar tment at

i s wa y m o re t h a n a n i n d u s t r y f a i r. T h e

t h e Po m e ra n ia n S cie n c e a n d Te c h n o l-

f e s t i va l h a s a c e r ta i n i d e a - to to u c h

ogy Park .

d e s i g n i n eve r y wa y p o s s i b l e . Gdynia has these sof t organisations, s u c h a s S o c i a l I n n ova t i o n L a b ( L a b or a to r i u m I n n owa c j i S p o ł e cz n yc h) . S o ciety is something undefined, but it re m a i n s l i ke t h a t , w h e n we d o n ’ t c a re abo u t i t . I f we do, i t sel f-de f in es . S uch o r g a n i s a t i o n s c a n n o t s e r ve a s a n u rb a n i n n ova ti o n d e p a r t m e n t , b u t m a ke a g re a t s p a c e f o r ex p e r i m e n ta ti o n , re s e a rc h a n d id e a-m a k i n g .

In your eyes , what places or

activities drive entrepreneurship in Gdynia? T h e e n v i r o n m e n t o f P o m e r a n i a n S c ie n c e a n d Te c h n o l o g y P a r k i s s u r e l y f u l l o f f r e s h i d e a s . Yo u c a n f i n d c o m -

Chapter 05

MANIFESTO Design talks Business manifesto

We f e l t i t wo u l d h a ve a l o t o f va l u e

ta kes a s light ly dif f erent a pproach .

to share a message compiled of

An approach of togetherness. This

m a ny vo i c e s a n d o p i n i o n s , ye t s t i l l

year â&#x20AC;&#x2122;s event in G dynia will leave

gathered around one common vision:

us - entrepreneurs, designers

overseeing design as a critical

and change makers -

with loads

aspect of a sustainable, modern

of inspirations, guidelines and

b u s i n e s s . Va ri o u s p e r s p e c t i ve s a n d

q u e s t i o n m a r ks . S o m e w i l l d i s c ove r

views - as one, the Design talks

c o m p l e t e l y n e w a r e a s t o d i ve i n t o .

B u s i n e s s m a n i f e s to .

M A N I F ESOT : BELIEFS W E B E L I E V E T H AT S U C C ES S F U L C O M PA N I ES A R E T H O S E M A K I N G TH E US E R’S E XP E RI E NCE TH E CE NTRE OF TH E I R B US I N ESS . IN E VERY S ECTO R , I N O U R S O C I E T I ES A N D C O M M U N I T I ES , I N E V E R Y P R O F ES S I O N W E CA N F I N D E N O R M O U S P OT E N T I A L TO B E T T E R M E N T A N D C H A N G E . W E CA N N OT F U L LY P R E D I CT A N D P R E PA R E O U R S E LV ES A N D O U R C O M PA N I ES F O R C H A N G E , B U T W E CA N B E T H E O N E S C O - C R E AT I N G T H E C H A N G E N A R R AT I V E .

FACTS C O M PA N I ES M O R E C O N S C I O U S LY PAY AT T E N T I O N T O S O C I A L A N D E N V I R O N M E N TA L I M PAC T A L O N G S I D E T H E I R F I N A N C I A L L O N G E V I T Y W H I C H B EC O M ES T H E K E Y TO B U I L D I N G A R E P U TAT I O N , R E AC H I N G O U T TO N E W AU D I E N C ES A N D H E L P I N G TO S EC U R E B U S I N ES S A N D T H E P L A N E T F O R F U T U R E G E N E R AT I O N S . I F YO U A R E N OT PA R T O F C R E AT I N G S O LU T I O N S F O R S U S TA I N A B L E D E V E LO P M E N T — YO U A R E PA R T O F T H E P R O B L E M . P EO P L E T R U LY WA N T T O F E E L T H E D R I V E A N D C O M M I T M E N T T O T H E I R WO R K . S A M E A P P L I ES F O R T H E I R L I V ES . F O C U S I N G S O L E LY O N P R O F I T G E N E R AT I O N I S R AT H E R A S H O R T-T E R M S T R AT EGY.

WANTS OPE N M I N D AN D CU RIOSIT Y ARE ESSE NTIAL TO F I N D COM MON L A N G UAG E B E T W E E N B U S I N E S S A N D D E S I G N . I N O R D E R TO ACT F O R C H A N G E A N D B E T T E R M E N T, C O M PA N I ES N E E D TO C R E AT E M U LT I D I S C I P L I N A R Y T E A M S M A D E O F P EO P L E W I T H D I F F E R E N T P E R S P ECT I V ES , B AC KG R O U N D S A N D S K I L L S . TO I N N OVAT E , C O M PA N I ES O U G H T A L S O C O N S I D E R WO R K I N G W I T H E X P E R T S F R O M S ECTO R S N OT- R E L AT E D W I T H O N E ’ S F O C U S AT F I R S T G L A N C E . W E WA N T C O M PA N I ES TO S E E H U M A N S AT B OT H E N D S O F T H E P R O C ES S - T H E E N D U S E R S , C L I E N T S A N D S TA K E H O L D E R S A R E EQ UA L LY I M P O R TA N T A S T H E E M P LOY E ES . W H E N T H E U S E R S F E E L R E S P O N S I B I L I T Y F O R T H E P R O D U C T S O R S E RV I C E , T H E Y B E C O M E O U R A M B AS S A D O R S O F C H A N G E . S A M E A P P L I ES F O R YO U R E M P LOY E ES .

Chapter 06

INSPIRATION BOARD Yo u m i g h t b e f a m i l i a r w i t h t h a t

o n c e s o f u l l . O u r a t te m p t to a n swe r

feeling of catching the vibe after

the urge for further exploration,

listening to an interesting talk or

we asked our spekaers and team

par ticipating in a heated discussion .

members to identify valuable

Participating in various events,

c o n t e n t a n d s h a r e i t w i t h u s . Yo u

listening to lectures and keeping

c a n f i n d p e r s o n a l re c o m m e n d a t io n s

t hose mos t preciou s in s ig ht s f or u s ,

of books, podcasts or blogs, that

we want to explore more and take our

w i l l e n a b l e yo u t o ke e p u p w i t h t h e

inspiration to another level . What

energy that resonated between us

usually happens - our daily routines

at Design talks B usiness 201 8 - this

inter fere with the energy we were

time on your own .

I N N O L I T E R ACY ™

F RO M D ES I G N T H I N K I N G TO TA N G I B L E C H A N G E ST E I N A R VA L A D E-A M L A N D [ E N ]

TH I S DA N I S H BO O K AUT H O R E D BY T H E FO R M E R C H I E F E X EC UT I V E O F DA N I S H D ES I G N E RS O F F E RS A W I D E- R E AC H I N G I N S I G H T I N TO H OW D ES I G N CA N ACT AS A M ETH O D W H I C H CA N P ROV I D E A M E A N S FO R R E F L ECT I O N . AT I TS C O R E , T H E AUTH O R P RO M OT ES TH E N E E D FO R T H E O RGA N I S I N G O F T I M E , S PAC E A N D I N C E N T I V ES I N O RD E R TO FO STE R G R E AT E R A N D D E E P E R R E F L ECT I O N AS “A SYST E M I C A N D STRUCTU RE D A P P ROAC H TO AC C ESS I N G I N T E L L ECTUA L CA P I TA L” REC O M M E N D E D BY M I C H A E L T H O M SO N / D ES I G N C O N N ECT

SW I TC H

C H I P A N D DA N H E AT H [ E N ] IT I S A US E F U L A N D E NTE RTA I N I N G BO O K A BO UT H OW TO D ES I G N TO M E ET P EO P L E ’S N E E D S BAS E D O N I D E NTI F Y I N G “ B R I G H T S P OTS” I N T H E I R E X I ST I N G E N V I RO N M E N T. R EC O M M E N D E D BY M A RI E SA AS E N / STU D I O SA AS E N

D E E P WO RK

CA L N E W P O RT [ E N ] A S ET O F H I NTS - H OW TO E F F ECT I V E LY M A N AG E YO U R WO R K W I T H O UT D I S RU PTI O N S - TH AT H E L P E D M E I N A T H O U G H T F U L WAY TO O RG A N I Z E M Y A P P ROAC H TO WO RK . TH E BO O K A L SO A L LOW E D M E TO R E- EVA LUAT E SO M E O F T H E TAS K S D U R I N G T H E DAY A N D J U ST L ET I T G O. REC O M M E N D E D BY J UST Y N A T U RE K / C H A N G E P I LOTS

THIS IS NOT A COUNTRY FOR EMPLOYEES R A FA Ł WOŚ [ P L ]

TH I S BO O K I S A BO UT TH E WO RK . TH E PAST, T H E P R ES E N T A N D T H E P O SS I B L E F UTU R E O F WO R K . IT A L LOWS O N E TO U N D E RSTA N D TH E C O N T E XT O F T H E C H A N G ES W E E X P E R I E N C E WAY B ET TE R TH A N A N Y P U B L I CAT I O N O N TU RQ U O I S E O RG A N I SAT I O N S . IT ’S A BO O K FO R EV E RYO N E W H O WO U L D L I K E TO ACT AS A C H A N G E M A K E R A N D E X P RESS ES A W I L L TO U N D E RSTA N D T H AT A N Y C H A N G E STA RTS F RO M G A I N I N G VA R I O US P E RS P ECTI V ES A N D E M B R AC I N G T H E C O N T E XT. R EC O M M E N D E D BY : WOJ C I EC H Ł AW N I CZ A K / V E RY H U M A N S E RV I C ES

T H E I N N OVAT I O N D I L E M M A J OS H UA G A N S [ E N ]

A N I N S I G HTF U L V I E W O N D I S RU PT I V E I N N OVAT I O N , TH AT C UTS T H RO U G H TH E H Y P E A N D P RES E NTS C O M P L E M E N TA RY T H EO R I ES A BO UT D I S RU PT I O N . REC O M M E N D E D BY F E RN A N DA TO RRE

RESO N AT E

N A N CY D UA RT E [ E N ] N O OTH E R FO RM O F C O M M U N I CATI O N I S EQ UA L TO TH E P OW E R O F CA R E F U L LY S E L ECT E D A N D S P O K E N WO RD S . TH E P OW E R O F A N E F F ECT I V E P R ES E N TAT I O N O F YO U R WO R K , P RO J ECT O R I D E A L I ES I N A P E RF ECT LY C O N D U CT E D STO RY. N A N CY D UA RT E S H OWS H OW TO TR A N S FO RM A N Y P RES E NTATI O N I N TO A T H R I L L I N G A DV E N TU R E . F R E E M U LTI M E D I A V E RS I O N AVA I L A B L E I N E N G L I S H - K L I K R EC O M M E N D E D BY E DY TA PAU L / RE H AU / C O N C O R D I A D ES I G N

BUS I N ESS M O D E L G E N E R AT I O N

A L E X A N D E R OST E RWA L D E R , Y V ES P I G N E U R [ E N ] A BO O K FO R A N YO N E W H O RU N S T H E I R OW N BU S I N ESS . I T D EC O N ST RU CTS T H E BAS E E L E M E NTS O F RU N N I N G A N E F F ECT I V E C O M PA N Y A N D C H A L L E N G ES T H E U S UA L PAT TE RN S O F TH I N K I N G . O ST E RWA L D E R T E AC H ES H OW TO SYST E M AT I CA L LY S E A RC H FO R V I S I O N A RY I D E AS , D EV E LO P T H E M A N D I N C O R P O R AT E T H E M I N TO BU S I N ESS AND ABOVE ALL, TRANSLATE IDEAS, IDEAS AND PROJECTS INTO PROFITABLE ACTIVITIES. REC O M M E N D E D BY E DY TA PAU L / R E H AU / C O N C O R D I A D ES I G N

I N T H E BU B B L E

D ES I G N I N G I N A C O M P L E X WO RL D J O H N T H AC K A R A [ E N ]

A BO O K TH AT I RE A D A F E W Y E A RS AG O, BUT I T ST I L L S U R P R I S ES M E W I T H I TS AC U M E N A N D TI M E L I N ESS . IT TAUG HT M E TO TH I N K D I F F E R E N T LY, L ESS N A I V E LY A BO UT A BA L A N C E D D ES I G N . I N M Y O P I N I O N , O B L I GATO RY RE A D I N G . . RECOMMENDED BY KATARZYNA ANDRZEJCZYK-BRIKS / BRIKS ARCHITEKCI / CONCORDIA DESIGN

T H I S A M E RI CA N L I F E

P O D CAST [ E N ]: H T T PS : // W W W.T H I SA M E RI CA N L I F E .O RG / W E REC O M M E N D TH I S A M E R I CA N L I F E B ECAU S E L I ST E N I N G TO R E A L H U M A N STO RI ES I S I M P O RTA NT FO R A L L V E N TU R ES . AS W H AT I T H I N K O F AS O N E O F T H E O R I G I N A L P O D CASTS , TH I S A M E RI CA N L I F E A I RS O N N AT I O N A L P U B L I C R A D I O I N T H E U N ITE D STATES , A N D I G RE W U P L I STE N I N G I N T H E CA R W I T H M Y M O M W H E N IT WAS S I M P LY, “ TA L K R A D I O.” TH ES E H U M A N STO R I ES A LWAYS C R E AT E D I SC U SS I O N , I N V I T E N E W I D E AS , P E RS P ECTI V ES , A N D AT [ P L AC E ] M A K ES , H E L P G ET U S O UT O F T H E H A B IT O F B E I N G A BSO RB E D BY T H E L AT EST L I N G O, BU Z Z WO R D O R H OT P H I LO SO P H Y O N E NTRE P RE N EU RS H I P A N D D ES I G N . REC O M M E N D E D BY A L I C E & SC OT T K RE N I TS K I / P L AC E M A K ES

A N T I F R AG I L E

T H I N G S T H AT G A I N F RO M D I SO RD E R N ASS I M N I C H O L AS TA L E B [ E N ]

G RE AT RESO U RC E TO L E A R N H OW TO TU R N E R RO RS O R A DV E RS E E X P E RI E N C ES I NTO O P P O RTU N I T I ES . REC O M M E N D E D BY M A RI E SA AS E N / STU D I O SA AS E N

TRENDNOMAD.COM

H T T P : / / T RE N D N O M A D.C O M / P L / MICHAŁ MAZUR [PL] VA LUA B L E , O RI G I N A L C O NTE NT A N D P H OTO G R A P H Y, N OT O N LY FO R T H E T EC H G E E K S . M I C H A Ł M A Z U R V I S ITS TH E M O ST I M PACT F U L D ES I G N A N D T EC H EV E N TS WO R L DW I D E A N D S H A R ES H I S O BS E RVATI O N S A BO UT TH E M O ST I M P O RTA N T TR E N D S . R EC O M M E N D E D BY K ATA R ZY N A A N D R Z EJ CZ Y K - B RI KS / B R I K S A RC H I T E KC I / C O N C O R D I A D ES I G N

N E XT N AT U RE N ET WO RK

H T T PS : / / W W W. N E XT N AT U RE . N ET/ W E LC O M E / [ E N ] N E XT N ATU R E N ET WO RK I S A N I NTE RN ATI O N A L N ET WO R K FO R A N YO N E I N T E R EST E D I N T H E D E BAT E A BO UT TH E F UTU RE O F O U R P L A N ET. W E W I L L F I N D H E R E S U R P R I S I N G SC E N A R I O S O F F UTU R E D EV E LO P M E NT, ESSAYS O N TEC H N O LO GY, C U LTU R E A N D D ES I G N . RECOMMENDED BY KATARZYNA ANDRZEJCZYK-BRIKS / BRIKS ARCHITEKCI / CONCORDIA DESIGN

C OWS P I R ACY

T H E S U STA I N A B I L I T Y S EC RET [ E N ] K I P A N D E RS E N , K E EG A N K U H N FO O D, E N V I RO N M E N T A N D T H E C H A N G E I N O U R E AT I N G H A B ITS R ES U LT I N G F RO M T H E N E W C O N SC I O U S N ESS . REC O M M E N D E D BY K ATA R Z Y N A A N D R Z EJ CZ Y K - B RI KS / B RI K S A RC H I T E KC I / C O N C O R D I A D ES I G N

S E RV I C ES T H E SA N D L E R WAY :

O R , “ N O BO DY EV E R TO L D M E I ’ D H AV E TO S E L L ! ” EVA N P O L I N A L E X A N D E R OST E RWA L D E R , Y V ES P I G N E U R [ E N ]

A LTH O UG H YO U H AV E N OT STA RT E D A CA R E E R AS A D ES I G N E R , D ES I G N E R O R A N Y OTH E R C RE ATO R TO B EC O M E A S E L L E R - YO U ST I L L H AV E TO S E L L YO U R S E RV I C ES . A N D IT CA N EV E N P L E AS E YO U I F YO U O N LY K N OW H OW TO D O I T. EVA N P O L I N S U G G ESTS S EV E R A L E F F ECTI V E , PA I N L ESS TO O L S , H E L P F U L I N S E L L I N G A L SO C R E AT I V E S E RV I C ES . REC O M M E N D E D BY E DY TA PAU L / R E H AU / C O N C O R D I A D ES I G N

Chapter 07

CALENDAR OF EVENTS People and interactions are

strongly underlines the need to draw

the core values of Design talks

i n s p i r a t i o n f r o m va r i o u s , a l s o ye t

Business. Our team and speakers

uknknown sources. The summary

identified inspiring events that

that you see on the other page goes

w i l l b e a g re a t c a nva s k n ow l e d g e

b eyo n d d e s i g n - t h e s e a r e a l s o t h e

s ha r i ng i n t he u p c om i ng ye a r.

e v e n t s r e l a t e d w i t h t e c h n o l o g y,

We b e l i e v e t h a t i t â&#x20AC;&#x2122; l l a l s o b e a

economics, business and sustainable

great space to build noteworthy

d eve l o p m e n t . We h o p e t o m e e t yo u

r e l a t i o n s a n d p a r t n e r s h i p s . Ta l k s

at Design talks Business 2019.

and the content of this Guidebook

LO N D O N D ES I G N F EST I VA L 1 5 -23T H S E P T E M B E R 2018

LO N DY N , U K H T TP :// LO N D O N D ES I G N F ESTI VA L .C O M / REC O M M E N D E D BY M I C H A E L T H O M SO N

D U TC H D ES I G N W E E K 20-2 8 T H O CTO B E R 201 8

E I N D H OV E N , N ETH E RL A N D S HT TP :// D DW. N L / REC O M M E N D E D BY Z U Z A N N A S K A LS K A

S E RV I C E E X P E RI E N C E CA M P

2-3T H O F N OV E M B E R 201 8

W E B S U M M I T 201 8

5 - 8 T H N OV E M B E R 201 8

L I S BO N , P O RTUGA L HT T P : // W E BS U M M IT.C O M / REC O M M E N D E D BY F E RN A N DA TO RRE

B E RL I N , G E RM A N Y HT TP :// S E RV I C E E X P E RI E N C ECA M P. D E / REC O M M E N D E D BY AG N I ES Z K A M RÓZ

KO N G RES O P E N EY ES EC O N O M Y

20-21 T H N OV E M B E R 201 8

D ES I G N J ĘZ Y K I E M B I Z N ES U J U LY 2019

G DY N I A , P O L S K A H T T P : //G DY N I A D ES I G N DAYS . EU/ REC O M M E N D E D BY Z ES P Ó Ł D ES I G N J ĘZY K I E M B I Z N ES U

K R A KÓW, P O L A N D HT TP ://O E ES . P L / REC O M M E N D E D BY WOJ C I EC H Ł AW N I CZ A K

REC I P RO C I T Y D ES I G N L I ÈG E

O CTO B E R 5 - N OV E M B E R 25 201 8

E L E M E N T U RBA N TA L KS

L I ÈG E , B E LG I U M HT TP :// W W W. REC I P RO C IT Y L I EG E . B E / E N / REC O M M E N D E D BY J UST Y N A T U RE K

30 N OV E M B E R - 2 N D D EC E M B E R 2019 K R A KÓW, P O L A N D HT TPS :/ / W W W. E L E M E NT TA L K S .C O M / REC O M M E N D E D BY M AC I EJ OT RĘ BS K I

I M PACT.T EC H P L EV E N TS T H RO U G H O U T T H E Y E A R

K R A KÓW, P O L A N D H T TPS :// W E B. FAC E BO O K .C O M / I M PACTD OT TEC H P L / REC O M M E N D E D BY M AC I EJ OT RĘ BS K I

E U RO P E A N G RE E N CA P I TA L

T H RO U G H O U T T H E 2019

O S LO, N O RWAY HT T PS : // W W W.O S LO. KO M M U N E . N O/ E N G L I S H / P O L ITI C SA N D -A D M I N I STR ATI O N /G RE E N - O S LO/O S LO - EU RO P E A N G RE E N - CA P ITA L-2019/# G RE F REC O M M E N D E D BY M A RI E SA AS E N

Chapter 08

AT THE VERY END

placemakes.com

A L I C E I SC OT T K RE N I TS K I P L AC E M A K ES

( USA )

Sc o t t Kre n i t s k i a n d A l i c e Kre n i t s k i a re c o - fo u n d e rs of P l a c e M a ke s , a p u b l i c a t i o n t h a t ex p l o re s t h e i n te rse c t i o n of c re a t iv i ty, c o l l a b o ra t i o n , a n d p l a c e m a k i n g . M o s t re c e n t l y, A l i ce wor ked a s a s t ra te g i c d es i g n con s u l ta n t for G l o ba n t a n d Ca ta p u l t Des i g n , a n d a s pa r t-t i me facu l ty a t Pa rsons School of Design . Scott worked as a digital strategist at Google, and as Head of Business Development for S i l i con Va l l ey s ta r t- u p S ta n d a rd Cy borg . H e h a s a M Sc f rom t h e U n iversi ty of Ox ford i n Ref u gee a nd Forced M i g ra t ion Stu dies, and a BS f rom Vanderbilt Un iversity.

H OW TO TA K E A C RE AT I V E RET RE AT I N YO U R OW N BAC K YA RD ? F I V E T I PS TO G ET STA RT E D. 1 . S e l f-i m p o s e c o n s t r a i n t s

yourself easy enter tainment af ter

Mos t crea tives we talk to purposely

d i n n e r (y e s , t h i s m e a n s N e t f l i x ) , a n d

wo r k w i t h a s e t o f c o n s t ra i n t s . T h e s e

ta ke t w e n t y m i n u te s to g o f o r a w a l k

c o n s t r a i n t s m i g h t b e t i m e , m a te r i a l s ,

a r o u n d t h e b l o c k . Yo u ’ l l b e s u r p r i s e d

b u d g e t , a wo rd l i m i t , c o l o r p a l e t te , o r

at what ideas come forward once

musical scale. Create prompts and

yo u r i d yo u r m i n d o f d i s t ra c t i o n s a n d

limita tions a t the s tar t . Dream big,

s c re e n s .

b u t ta ke b i te-s ize d s te p s . 2 . Get bored We l i ve i n a b u s i n e s s c u l t u r e t h a t o ften prom otes a ppea rin g b u sy over actual prod uc tivi t y. T h e bes t ideas don’ t c o m e i n a c rowd e d m e e ti n g ro o m , s i tti n g i n f ro n t o f a c o m p u te r, o r s ta r i n g

T H E B EST I D E AS D O N ’ T C O M E I N A C ROW D E D M E ET I N G RO O M , S I T T I N G I N F RO N T O F A C O M P U T E R , O R STA RI N G AT A S M A RT P H O N E .

a t a smar tphone. Crea te purposef ul time and space for boredom during

3 . P r e p a r e t h e m a t e ri a l s

th e week . D urin g yo ur m ornin g com-

Wh en in spira tion s trikes , yo u don’ t

mute scribble in a notebook rather

want to be without the right tools .

than scroll through the phone. Deny

S i m p l e t h i n g s l i ke l a rg e s h e e t s o f p a-

p e r, s t i c k y n o t e s , a n d y o u r f a v o r i t e

i n p u t . B e p a ti e n t w i t h yo u r s e l f, a n d

p e n a r e a g o o d p l a c e to s ta r t , b u t we

d o n ’ t w o r r y a b o u t e d i t i n g . I m p r ov i s e .

re c o m m e n d i n t ro d u ci n g a f ew u n u s u a l

A l l ow yo u r s e l f to d ra w s t ra n g e h y-

m a te r ia l s - yo u n eve r k n ow w h a t t h ey

p o t h e s e s t h a t m i g h t n o t m a ke s e n s e

m i g h t i n s p i r e (t h i n k : f o u n d o b j e c t s o r

a t f i r s t . Fre e-w r i te a n d l e t t h e s t re a m

a n in s tr u m e n t yo u d o n ’ t ye t k n ow h ow

of co n scio u s n ess f l ow. Af te r th e id ea s

to p l a y) . O ve r t i m e , yo u ’ l l d i s c ove r

h ave h ad tim e to sim m er, th en yo u can

yo u r ow n f a vo r i te s .

edit and ask for feedback .

D U RI N G T H E F I RST STAG ES O F C RE AT I V E I D E AT I O N , RES I ST T H E U RG E TO I M M E D I AT E LY AS K FO R I N P U T

5. Find retreat A c re a tive re tre a t d o e s n ’ t n e ce s sa ril y m ea n goin g to ca bin in th e wood s , bec o m i n g a h e r m i t , o r r e n o u n c i n g te c h n o l o g y (a l t h o u g h i t d e f i n i t e l y c a n ! ) . M ake yo ur own dail y or week l y ri tua l s . W h i l e w e l i ke t o t h i n k o f f a m o u s i d e a to r s a n d a r ti s t s a s h a v i n g i n c o n-

4 . D o n ’ t a s k f o r f e e d b a c k …ye t

sis tent or zany schedules, mos t are

Con trar y to wh a t yo u migh t h ave been

ver y disciplined a t making time and

told - rapid feedback may hold you

space on a dail y ba sis to crea te . S tar t

b a c k (a t t h e b e g i n n i n g ) . D u r i n g t h e

b y g i v i n g yo u r s e l f 3 0 m i n u t e s o n t h e

f irs t s tages of crea tive idea tion , re-

we e ke n d , a n d b u i l d u p to d a i l y h a b i t s .

sis t the urge to im media tely ask for

Yo u ’ l l b e a m a ze d a t t h e re s u l t s .

M ore in for mation about the event ca n be found at: gdyniadesigndays.eu/eng/design- język iem- biznesu

Designed and provided by event coordinators Design Talks Business - Change Pilots. Direct ion: H enr yk Stawick i & Ju styna Turek Ed itor: Maciej Otrębsk i Design: Ewa Browarczyk & Paweł Ku pczak Photogra phy : Łukasz Strenk - Storytellers photostorytellers.pl

Gu idebook 2018 is licensed Recogn it ion - N on - commercial use 4.0 International

Edition 3 received the su ppor t of exper ts from I DZ - I nter nat ional Design Zentrum Berlin dur ing par t of lectu res and workshops.

In cooperation with the “Berlin Poland 2016-2019 | Cooperation Network Design & Fashion“ project of the International Design Center Berlin three Berlin based Design Experts were selected to be part of “Design talks business”. The International Design Center Berlin (IDZ) is a leading German institution for design promotion and professional membership network. IDZ organises projects and events at national and international levels in active exchange with representatives from politics, culture and science. www.idz.de The network building project „Berlin Poland 2016-2019“ matches Berlin based design and fashion professionals with enterprises in Poland. Project activities support the development of cross border business collaboration and network building by intersecting the creative potential of Berlin with a dynamic Polish economy.www.berlinpoland.eu The project „Berlin Poland 2016-19 | Cooperation Network Design & Fashion“ is federally funded through the Berlin based funding program for network-building and internationalization “Förderprogramm für Internationalisierung - Netzwerk Richtlinie”, co-funded by the European Union (European Regional Development Fund).